Long-term and penalty contracts in a two-stage supply chain with stochastic demand

Recent applications of game-theoretic analysis to supply chain efficiency have focused on constructs between a buyer (the retailer or manufacturer) and a seller (the supplier) in successive stages of a supply chain. If demand for the final product is stochastic then the supplier has an incentive to keep its capacity relatively low to avoid creating unneeded capacity. The manufacturer, on the other hand, prefers the supplier’s capacity to be high to ensure that the final demand is satisfied. The manufacturer therefore constructs a contract to induce the supplier to increase its production capacity. Most research examines contracting when final demand is realized after the manufacturer places its order to the supplier. However, if final demand is realized before the manufacturer places its order to the supplier, these types of contracts can be ineffective. This paper examines two contracts under the latter timing scenario: long-term contracts in which the business relationship is repeated, and penalty contracts in which the supplier is penalized for too little capacity. Results indicate long-term contracts increase the profit potential of the supply chain. Furthermore, the penalty contracts can ensure that the supplier chooses a capacity level such that the full profit potential is achieved.     

Quantifying supply chain ineffectiveness under uncoordinated pricing decisions

We analyze a multiple-stage supply chain model of a seasonal product with pricing decisions. We develop closed-form expressions for the optimal expected profits of different stages. The results enable us to quantify the loss of supply chain profits if uncoordinated pricing decisions are made by supply chain agents.     

Pareto-optimal contracts for a supply chain with satisficing objectives

We analyse a decentralized supply chain consisting of a supplier and a retailer, each with a satisficing objective, that is, to maximize the probability of achieving a predetermined target profit. The supply chain is examined under two types of commonly used contracts: linear tariff contracts (including wholesale price contracts as special cases) and buy-back contracts. First, we identify the Pareto-optimal contract(s) for each contractual form. In particular, it is shown that there is a unique wholesale price that is Pareto optimal for both contractual types. Second, we evaluate the performance of the Pareto-optimal contracts. In contrast to the well-known results for a supply chain with the traditional expected profit objectives, we show that wholesale price contracts can coordinate the supply chain whereas buy-back contracts cannot. This provides an additional justification for the popularity of wholesale price contracts besides their simplicities and lower administration costs.     

Transshipment incentive contracts in a multi-level supply chain

Transshipments within a supply chain can be difficult to implement as the costs and benefits are often incurred by different parties. This difficulty becomes even more problematic when the costs and benefits are not completely known by all parties. The primary purpose of this paper is to introduce the role of asymmetric information into the design of supply chain transshipment contracts. Using a representative supply chain from within the soft drink industry as an example, a multi-level contracting framework is developed that aligns incentives to encourage transshipments and improve performance in the absence of all parties having full information. Analysis of the proposed framework suggests that, even if a transshipment is likely to be unprofitable to the transshipping dyad, it may still be best for the entire supply chain. Moreover, overall supply chain inventories with transshipments do not necessarily increase relative to the no-transshipment case.     

Flexible supply contracts under price uncertainty

This article develops supply contracts covering environments with changing prices. We investigate characterization properties of the price processes, while considering costs and discount factors. We determine expressions of the contract’s expected low price and its second moment for a given horizon. We then employ these expected price and second moment values to identify an expected optimum time before the contract expires at which the lowest price occurs. Simulation experiments verify our analysis, and they illustrate how the optimum purchase time decreases as the drift term increases.     

Pareto quantity flexibility contracts for a supply chain under multiple objectives

We analyse a decentralized supply chain consisting of a supplier and a retailer. The terms of trade between the two agents are specified by a quantity flexibility (QF) contract. We first identify the Pareto QF contracts for the supply chain where each agent adopts a satisficing objective, that is, to maximize the probability of achieving his/her predetermined target profit. It is shown that to coordinate such a supply chain, QF contracts have to degenerate into wholesale price (WP) contracts. This provides an additional justification for the popularity of WP contracts besides their simplicities and lower administration costs. Next, we consider the supply chain where each agent adopts multiple objectives, namely the satisficing objective and the objective of expected profit maximization (EPM). It is shown that there always exist QF contracts that coordinate the supply chain under the objective of EPM and are simultaneously Pareto optimal for the satisficing objective.     

On the role of revenue-sharing contracts in supply chains

The supply chain coordinating role of revenue-sharing has, to date, been examined only in static models. With downstream competition, the central conclusion in these models is negative: revenue-sharing cannot, except in degenerate form, achieve coordination. Incorporating dynamics, by allowing inventory carryover in discrete time, this paper establishes a foundation for revenue-sharing contracts in aligning incentives.     

A single-period inventory placement problem for a supply system with the satisficing objective

Consider the inventory placement problem in an N-stage supply system facing a stochastic demand for a single planning period. Each stage is a stocking point holding some form of inventory (e.g., raw materials, subassemblies, product returns or finished products) that after a suitable transformation can satisfy demand. Stocking decisions are made before demand occurs. Unsatisfied demands are lost. The revenue, salvage value, ordering, transformation, and lost sales costs are proportional. There are fixed costs for utilizing stages for stock storage. The objective is to maximize the probability of achieving a given target profit level.     

Coordination of cooperative cost-reduction efforts in a supply chain partnership

We study cooperative cost reduction in a decentralized supply chain with a single manufacturer and multiple suppliers. The manufacturer assembles components that are procured from the suppliers to produce a final product. Both the manufacturer and the suppliers invest in reducing the unit production costs of the components. We see that neither of the two well-known conventional contracts, the wholesale price contract and the cost-plus pricing contract, generally coordinates the supply chain, i.e., under both of these types of contract, the individual optimal cost-reduction efforts of players deviate from the centralized system-optimal solution. However, this result is not surprising because these contracts encourage either only the manufacturer or only the suppliers alone to invest in cost reduction.     

Analysis of supply contracts from a supplier's perspective

Hexin Wang and Khairy A. H. Kobbacy Centre for Operational Research and Applied Statistics, University of Salford, Salford, M5 4WT, UK Email: w.wang{at}salford.ac.uk Received on 9 May 2006. Accepted on 22 December 2006. Incentive structure and demand uncertainty may cause supplychains to operate at a low efficiency. Therefore, many supplycontracts are employed in practice to improve the performanceof supply chains, i.e. to benefit all members involved in thechain. Supply chain contracts provide mechanisms to change theincentive structures of the supply chain members so that theirdecisions can improve the supply chain efficiency, while alsoprotect their own interests. It is important to understand theimpacts of supply contracts and their differences from a supplier'sperspective, since it is often the supplier who initiates asupply contract. This paper reports on a comprehensive analysisof supply contracts from a supplier's perspective. Six commonlyused supply contracts are analysed and the contract parametersare optimized to maximize the supplier's expected profit withconsideration to improve the retailer's profit. This case hasnot been thoroughly investigated in literature to date. Therisk-sharing mechanism and the division of the increased profitbetween the retailer and supplier for some of the contractsare also investigated in detail.     

Linking supply chain processes’ performance to a company’s financial strategic objectives

The main aim of this paper is to develop a performance measurement method which links supply chain (SC) processes’ performance to a company’s financial strategy through demonstrating and utilising the relationship between SC processes’ performance and a company’s financial performance.     

Designing contracts for a closed-loop supply chain under information asymmetry

This paper studies the problem of designing contracts in a closed-loop supply chain when the cost of collection effort is the retailer’s private information. We investigate four cases: two contracts (a two-part nonlinear contract and a collection effort requirement contract), each under complete information and asymmetric information. We derive the manufacturer’s optimal contracts for all four cases and analyze the impact of information on the equilibrium results of supply chain members.     

Trade credit for supply chain coordination

Trade-credit is a seller’s short-term loan to the buyer, allowing the buyer to delay payment of an invoice. It has been the largest source of working capital for a majority of business-to-business firms in the United States. Numerous theories have been proposed to explain trade-credit, mainly from finance perspectives. It has also been an important issue in supply chain management. Surprisingly, most literature in supply chain management has examined the retailer’s stocking policies given a supplier’s trade-credit. This paper attempts to shed light on trade-credit from a supplier’s perspective, and presents it as a tool for supply chain coordination. Specifically, we explicitly assume firms’ financial needs for inventory. Following a Newsvendor framework, we assume that the supplier grants trade-credit and markdown allowance. Given the supplier’s offer, the retailer determines order quantity and the financing option for the inventory, either trade-credit or direct financing from a financial institution. Our result shows that the supplier’s markdown allowance alone cannot fully coordinate the supply chain if the retailer employs direct financing. Positive financing costs call for trade-credit in order to subsidize the retailer’s costs of inventory financing. Using trade-credit in addition to markdown allowance, the supplier fully coordinates the retailer’s decisions for the largest joint profit, and extracts a greater portion of the maximized joint profit.     

Wholesale-price contract of supply chain with information gathering

This paper investigates a wholesale-price contract of supply chain under the endogenous information structure. This supply chain consists of one supplier and one retailer during the selling season. The retailer does not know his selling cost but can spend resources to acquire information. The supplier offers a contract, which induces the retailer to gather information and generate more production orders with beta costs. We find that there exists an upper bound of the information gathering cost such that the supplier induces the retailer to gather information. The increasing cost of information gathering may decrease the order quantity and wholesale price. Moreover, the cost beta has an impact on the expected profits of the two parties. With the increasing cost of information gathering, the supplier’s expected profit is reduced, while that of the retailer becomes ambiguous in terms of the distribution function and the interval of selling cost information. Finally, a numerical example is presented to explain the main results.     

Sustaining long-term supply chain partnerships using price-only contracts

In this paper, we study how an informal, long-term relationship between a manufacturer and a retailer performs in turbulent market environments characterized by uncertain demand. We show that the long-term partnership based on repeated interaction is sustainable under price-only contracts when the supply chain partners are sufficiently patient. That is, the channel can be coordinated over a long time horizon when the factor whereby the members discount the future value of this trusting relationship is sufficiently high. Second, above the minimum discount factor, a range of wholesale prices exists that can sustain the long-term partnership, and there are different possible profit divisions between the two players. Third, when the market is turbulent, i.e., either the expected demand or the demand variance changes from period to period according to a probabilistic law, it is typically less possible to sustain the long-term partnership in a booming market or in a market with low demand variability. Finally, obtaining more information about future market fluctuation may not help the supply chain to sustain the long-term partnership, due to partners’ strategic considerations. With the availability of the market signal, total supply chain profits increase, but the retailer may even be worse-off.     

Equilibrium analysis of supply chain structures under power imbalance

This paper investigates the implications of channel power on supply chain stability in a setting where multiple suppliers sell substitutable products through a common retailer. Such supply chains have been traditionally analyzed as one- or two-stage Stackelberg non-cooperative games with all suppliers sharing balanced (equal) decision-making power. In this paper, we relax this assumption and formulate game-theoretic models to examine scenarios where one supplier can act as the Stackelberg leader. Consequently, we analyze new supply chain structures and introduce the notion of structure dominance, a novel approach to analyze the performance of supply chains that has practical implications. Thus, a decision maker can employ the concepts of structure dominance to determine whether there exist supply chain scenarios that are more stable than others, i.e., less prone to power reconfigurations, at both agent and group level. We find that power imbalance causes significant declines in supply chain profits, and the more balanced the agents are the higher their profits when demand is linear, regardless of product competition. It develops that neither the Manufacturer Stackelberg nor the Retailer Stackelberg supply chains are stable structures in our generalized setting, but that structures where power is equally split between agents provide for best stability and performance.     

Social responsibility allocation in two-echelon supply chains: Insights from wholesale price contracts

Corporate social responsibility (CSR) is considered in a two-echelon supply chain consisting of an upstream supplier and a downstream firm that are bound by a wholesale price contract. CSR performance (the outcome of CSR conduct) of the whole supply chain is gauged by a global variable and the associated cost of achieving this CSR performance is only incurred by the supplier with an expectation of being shared with the downstream firm via the wholesale price contract. As such, the key issue is to determine who should be allocated as the responsibility holder with the right of offering the contract and how this right should be appropriately restricted. Game-theoretical analyses are carried out on six games, resulting from different interaction schemes between the supplier and the firm, to derive their corresponding equilibriums. Comparative institutional analyses are then conducted to determine the optimal social responsibility allocation based on both economic and CSR performance criteria. Main results are furnished in a series of propositions and their implications to the real-world business practice are discussed. The key findings are threefold: under the current model settings: (1) the optimal allocation scheme is to assign the supplier as the responsibility holder with appropriate restrictions on the corresponding rights to determine the wholesale price; (2) inherent conflict exists between the economic and CSR performance criteria and, hence, the two maxima cannot be achieved simultaneously; and (3) although integrative channel profit is not attainable, the system-wide profit will be improved by implementing optimal social responsibility allocation schemes.     

Side-payment contracts in two-person nonzero-sum supply chain games: Review,discussion and applications

This paper investigates supply chain coordination with side-payment contracts. We first summarize specific side-payment contracts and present our review on the literature that developed general side-payment schemes to coordinate supply chains. Following our review, we discuss two criteria that a proper side-payment contract must satisfy, and accordingly introduce a decision-dependent transfer payment function and a constant transfer term. We present the condition that the transfer function must satisfy, and use Nash arbitration scheme and Shapley value to compute the constant transfer term and derive its closed-form solution. Next, we provide a five-step procedure for the development of side-payment contract, and apply it to four supply chain games: Cournot and Bertrand games, a two-retailer supply chain game with substitutable products and a one-supplier, one-retailer supply chain. More specifically, for the Cournot game, we construct a linear transfer function and a constant side-payment to coordinate two producers. For the Bertrand game, we build a nonlinear transfer function which is equivalent to a revenue-sharing contract, and show that the constant term is zero and two firms in the game equally share the system-wide profit. For a supply chain with substitutable products, we present a side-payment contract to coordinate two retailers. For a two-echelon supply chain, we develop a proper side-payment scheme that can coordinate the supply chain and also help reduce the impact of forward buying on supply chain performance.     

Managing supply chain backorders under vendor managed inventory: An incentive approach and empirical analysis

This paper shows how a manufacturer may use an incentive contract with a distributor under a VMI arrangement to gain market share. The manufacturer promises a distributor lower inventory levels in exchange for efforts by the distributor to convert potential lost sales due to stockouts to backorders. Data gathered from a third party provider of information services are then used to illustrate that this incentive arrangement may, at least implicitly, be employed in industry. Our data estimations show that when a manufacturer and distributor are operating under a VMI arrangement, lower inventory at the distributor is associated with a higher conversion rate of lost sales stockouts to backorders.     

Markdown money contracts for perishable goods with clearance pricing

It is common in practice that retailers liquidate unsold perishable goods via clearance pricing. Markdown money is frequently used between manufacturers and retailers in such a supply chain setting. It is a form of rebate from a manufacturer to subsidize a retailer’s clearance pricing after the regular season. Two forms of markdown money are percent markdown money, in which the markdown money is limited to only a certain percentage of the retail price markdown, and quantity markdown money, which is essentially a buyback contract or returns policy with a rebate credit paid to the retailer for each unsold unit after the regular season. We show both forms of markdown money contracts can coordinate the supply chain and we discuss their strengths and limitations.