Preferences for contractual forms in supply chains

The supply chain contracting literature has focused on incentive contracts designed to align supply chain members’ individual interests. A key finding of this literature is that members’ preferences for contractual forms are often at odds: the upstream supplier prefers relatively complex contracts that can coordinate the supply chain; however, the downstream retailer prefers a wholesale price-only contract because it leaves more surplus (than does a coordinating contract), which the retailer can capture. This paper addresses the following question: Under what circumstances do suppliers and retailers prefer the same contractual form? We study supply chain members’ preferences for contractual forms under three different competitive settings in which multiple supply chains compete to sell substitutable products in the same market. Our analysis suggests that both upstream and downstream sides of the supply chain may prefer the same “quantity discount” contract, which would eliminate the conflicts of interest that otherwise typify contracting situations. More interesting still is that both sides may also prefer the wholesale price-only contract; this finding provides a theoretical explanation for why that inefficient (but simple) contract is widely adopted in supply chain transactions.     

Coordination of supply chains by option contracts: A cooperative game theory approach

Manufacturer–retailer supply chains commonly adopt a wholesale price mechanism. This mechanism, however, has often led manufacturers and retailers to situations of conflicts of interest. For example, due to uncertain market demand, retailers prefer to order flexibly from manufacturers so as to avoid incurring inventory costs and to be able to respond flexibly to market changes. Manufacturers, on the other hand, prefer retailers to place full orders as early as possible so that they can hedge against the risks of over- and under-production. Such conflicts between retailers and manufacturers can result in an inefficient supply chain. Motivated by this problem, we take a cooperative game approach in this paper to consider the coordination issue in a manufacturer–retailer supply chain using option contracts. Using the wholesale price mechanism as a benchmark, we develop an option contract model. Our study demonstrates that, compared with the benchmark based on the wholesale price mechanism, option contracts can coordinate the supply chain and achieve Pareto-improvement. We also discuss scenarios in which option contracts are selected according to individual supply chain members’ risk preferences and negotiating powers.     

Call,put and bidirectional option contracts in agricultural supply chains with sales effort

This paper develops option contracts in a supplier-retailer agricultural supply chain where the market demand depends on sales effort. First, we examine a benchmark case of integrated supply chain with the loss rate. Second, we introduce three coordinating option contracts led by the supplier to reduce the retailer's risk, where the call option contract can reduce the shortage risk, the put option contract can reduce the inventory risk and the bidirectional option contract can reduce the bilateral risk. We find that both the optimal initial order quantity and the optimal option quantity increase with the sales effort and the option price will balance the influence of the loss rate on supply chain coordination. Furthermore, the bidirectional option price is the highest while its option quantity is the least, and the put option initial order quantity is the highest. Third, we also consider an option contract led by the retailer to reduce the supplier's wholesale risk. Among the above four option contracts, we find that the option quantity led by the retailer is the highest. Finally, the numerical examples present the impact of the parameters on the optimal decisions, and provide practical managerial insights to reduce the different risk in the agricultural supply chain.     

Coordination of supply chains with bidirectional option contracts

In this paper we develop a supply contract for a two-echelon manufacturer–retailer supply chain with a bidirectional option, which may be exercised as either a call option or a put option. Under the bidirectional option contract, we derive closed-form expressions for the retailer’s optimal order strategies, including the initial order strategy and the option purchasing strategy, with a general demand distribution. We also analytically examine the feedback effects of the bidirectional option on the retailer’s initial order strategy. In addition, taking a chain-wide perspective, we explore how the bidirectional option contract should be set to attain supply chain coordination.     

基于供应链金融的中小企业信贷市场演化分析

根据演化博弈论,分别构建了供应链金融模式及传统融资模式下中小企业信贷市场的演化博弈模型,比较分析了两种模式下中小企业信贷市场的演化规律,探析了供应链金融对中小企业信贷市场的影响。研究表明,在传统融资模式下,系统不存在稳定汇入点,信贷市场不稳定,中小企业较难获得银行贷款;而在供应链金融模式下,系统的演化将收敛于银行贷款、企业履约的稳定状态,中小企业信贷市场呈良性发展。最后,通过数值分析对模型结论的有效性进一步验证。     

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.     

Random yield supply chain with a yield dependent secondary market

This paper considers a simple supply chain with one supplier and one retailer where the supplier’s production is subject to random yield and the retailer faces uncertain demand. There exists a secondary market for acquiring or disposing products by the supplier. We study both the centralized and decentralized systems. In the decentralized system, a no risk sharing contract and a risk sharing minimum commitment contract are analyzed. The supply chain with the risk sharing contract is further analyzed with a constant secondary market price and a yield dependent secondary market price. We present both the supplier’s and the retailer’s optimal strategies and provide insights for managers when making decisions under random yield risk and demand uncertainty. We find that the secondary market generally has a positive impact on supply chain performance and the actual effect of random yield risk on the supply chain performance depends on cost parameters and supply chain contract settings. Under certain conditions, reducing yield randomness may weaken the double marginalization effect and improve the chain performance. From the numerical study, we also show that there exists an optimal commitment level for the supply chain.     

Contract design and supply chain coordination in the electricity industry

In this article we propose a model of the supply chain in electricity markets with multiple generators and retailers and considering several market structures. We analyze how market design interacts with the different types of contract and market structure to affect the coordination between the different firms and the performance of the supply chain as a whole. We compare the implications on supply chain coordination and on the players’ profitability of two different market structures: a pool based market vs. bilateral contracts, taking into consideration the relationship between futures and spot markets. Furthermore, we analyze the use of contracts for differences and two-part-tariffs as tools for supply chain coordination. We have concluded that there are multiple equilibria in the supply chain contracts and structure and that the two-part tariff is the best contract to reduce double marginalization and increase efficiency in the management of the supply chain.     

销售努力及双市场化期权下的三级供应链协调

本文针对需求随机且受到零售商销售努力影响的情况,研究了由制造商、分销商和零售商组成的三级供应链的协调问题。文章首先用双期权契约对三级供应链进行协调,即在制造商和分销商以及分销商和零售商之间都采用期权契约,发现在零售商独自承担努力成本的情况下仅通过双期权契约无法协调供应链。因此在双期权契约的基础上加入了努力成本共担契约,发现当期权价格满足某种线性关系以及零售商努力成本按特定比例分摊时,联合双期权契约和努力成本共担契约能顺利协调供应链。在此基础上,文章还引入了期权的市场化定价规则,研究了期权采用市场化定价规则对供应链协调产生的影响,研究表明,引入期权市场化定价规则增加了供应链协调需要满足的条件,降低了协调的可能性,且协调状态下的期权价格受到市场因素如利率、价格波动率等的影响。最后,文章给出了期权市场化定价规则下供应链协调的条件以及参数变化对协调的影响。     

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.     

Option and forward contracting with asymmetric information: Valuation issues in supply chains

We investigate the role of forward commitments and option contracts between a seller (supplier) and a buyer (retailer) in the presence of asymmetric information. In our case, both parties face price and demand uncertainty but the retailer, being closer to the market, has additional information about the true demand and price. The supplier, aware of this asymmetry, and acting as a Stackelberg leader, designs a contracting arrangement that best meet his interest. We contrast the role of forward and option contracts in this environment and identify cases where combinations of the two are dominant. Finally, we investigate how alternative contracting arrangements alter the expected value of obtaining information that eliminates asymmetric information.     

需求依赖努力水平的农产品供应链期权契约优化

针对供应商和零售商组成的农产品供应链,研究市场需求受到努力水平影响的农产品供应链协调问题.由于双重边际效应,分散式供应链中的最优生产数量低于集中式供应链的情况,零售商努力水平也相对较低.引入期权契约时,在零售商主导期权契约的供应链中,研究得到零售商的最优初始订货量和最优期权价格,以及供应商的最优生产数量,实现供应链协调.数值分析证实了期权契约有助于提高零售商的努力水平以及整个供应链的利润.     

基于实物期权的双源供应链柔性采购协调策略

在需求不确定下,由风险规避的供应商和占主导地位的零售商组成的二级供应链中,构建了在现货市场影响下基于实物期权的双源柔性采购协调模型,给出了实现供应链协调的最优期权参数的求解算法,探讨了现货市场价格不确定性和供应商风险规避特性对零售商采购策略和双方利润的影响。研究结果表明,在考虑现货市场影响和供应商风险规避的条件下,实物期权契约可以实现供应链协调。     

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.     

Design outsourcing in the fashion supply chain: OEM <Emphasis Type="Italic">versus</Emphasis> ODM

Design innovation is the engine of fashion. Many fashion firms outsource design innovation to their suppliers. Design outsourcing is on the rise in the fashion supply chain, but research in this area lags behind industry practice. In this paper, we examine how design outsourcing affects the supply chain, and we compare supply chain performance under an Original Equipment Manufacturer (OEM) strategy versus an Original Design Manufacturer (ODM) strategy. We evaluate a market size outsourcing model where design enhancement influences market size, and a success probability outsourcing model where design enhancement influences the success probability of innovation. We find that when the supplier trades with the retailer via a wholesale price contract under the ODM strategy, the supplier has no incentive to invest in innovation. In the market size outsourcing model, the design innovation in the centralized supply chain is higher than that under the OEM strategy. However, in the success probability outsourcing model, the success probability of innovation under the OEM strategy is higher than that in the centralized supply chain. Furthermore, we find that a profit sharing contract can achieve supply chain coordination under both OEM and ODM strategies; whereas, revenue sharing and buyback contracts cannot.     

Coordinated supply chain management

Historically, the three fundamental stages of the supply chain, procurement, production and distribution, have been managed independently, buffered by large inventories. Increasing competitive pressures, and market globalization are forcing firms to develop supply chains that can quickly respond to customer needs. To remain competitive, these firms must reduce operating costs while continuously improving customer service. With recent advances in communications and information technology, as well as a rapidly growing array of logistics options, firms have an opportunity to reduce operating costs by coordinating the planning of these stages. In this paper, we review the literature addressing coordinated planning between two or more stages of the supply chain, placing particular emphasis on models that would lend themselves to a total supply chain model. Finally, we suggest directions for future research.     

农产品供应链质量安全中区块链技术投入的演化分析

针对农产品质量安全的不确定性,及引入区块链技术能提高农产品质量安全溯源信息的可信度,建立了基于区块链技术投入的农产品供应商与加工者的演化博弈模型,并对模型的动力系统和策略稳定性进行了分析和系统模拟仿真。研究发现：企业进行区块链技术投入的策略与其投入后市场需求增加率有直接关系,随着市场需求增加率的变化,系统出现多种演化稳定均衡。政府的补贴机制,能解决企业进行区块链技术投入中存在的“搭便车”问题;促使供应链的成员企业均进行区块链技术投入。研究结果对政府策略的制定和企业进行区块链技术投入决策具有一定的启示。     

Equilibrium analysis and corporate social responsibility for supply chain integration

This paper evaluates the profit of coordination between manufacturers on corporate social responsibility (CSR) under network equilibrium. A three-tier supply chain network with multiple manufacturers, distributors, and retailers is considered, and several mathematical models are established to investigate behavior and profits in a decentralized supply chain network, a centralized supply chain network, and a supply chain network with CSR. The system-optimal solution of a supply chain network problem is usually not achievable or stable since each member always tries to maximize its own profit. In order to make such a system-optimal solution in a stable state and ensure the maximization of total profits, a strategy of coordination between manufacturers on CSR is proposed. The amount of payment in CSR of each manufacturer is clearly defined. A hybrid diagonalization method with a super-network representation is proposed and tested with numerical examples. The results show that by taking CSR, the total profits of the whole supply chain network can increase with or without coordination.     

Coordination strategies in a three-echelon reverse supply chain for economic and social benefit

In addition to seeking profit maximization, reverse supply chains should further seek to maximize social benefit. Consequently, this paper investigates the coordination strategies among different parties in a three-echelon reverse supply chain consisting of a single collector, a single remanufacturer, and two retailers with complete information sharing. Additionally, this paper discusses four coordination strategies and performs a detailed comparative analysis on the optimal decisions of different models. Three numerical analyses are performed to show how the potential market demand of remanufactured products and the utilization ratio of used products affect the optimal total channel profit, recycle quantity and retail prices among four models in a reverse supply chain. The results indicate that optimal total channel profit and recycle quantity in a reverse supply chain are maximized in a centralized model. With the same potential market demand of remanufactured products and utilization ratio of used products, a centralized model maximizes the economic and social benefit compared to the other three models.     

Collaborative production planning of supply chain under price and demand uncertainty

This research is motivated by an automobile manufacturing supply chain network. It involves a multi-echelon production system with material supply, component fabrication, manufacturing, and final product distribution activities. We address the production planning issue by considering bill of materials and the trade-offs between inventories, production costs and customer service level. Due to its complexity, an integrated solution framework which combines scatter evolutionary algorithm, fuzzy programming and stochastic chance-constrained programming are combined to jointly take up the issue. We conduct a computational study to evaluate the model. Numerical results using the proposed algorithm confirm the advantage of the integrated planning approach. Compared with other solution methodologies, the supply chain profits from the proposed approach consistently outperform, in some cases up to 13% better. The impacts of uncertainty in demand, material price, and other parameters on the performance of the supply chain are studied through sensitivity analysis. We found the proposed model is effective in developing robust production plans under various market conditions.