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.     

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.     

Cooperative game theory approach to allocating benefits of horizontal cooperation

Logistics costs in general, and transportation costs in particular, represent a large fraction of the operating costs of many companies. One way to try to reduce these costs is through horizontal cooperation among shippers. Thus, when the transportation needs of two or more companies are merged, their collective transportation requirements can be met at lower cost. The attainable cost savings are due to economies of scale, which translate into cheaper rates due to increased negotiation power, use of larger vehicles and bundling of shipments. In this paper, a linear model is presented and used to study the cost savings that different companies may achieve when they merge their transportation requirements. On the one hand, solving this optimization model for different collaboration scenarios allows testing and quantifying the synergies among different potential partners, thus identifying the most profitable collaboration opportunities. On the other, the problem of allocating the joint cost savings of the cooperation is tackled using cooperative game theory. The proposed approach is illustrated with an example in which different cooperative game solution concepts are compared. Extensive numerical experiments have also been carried out to gain insight into the properties of the corresponding cost savings game and the behavior of the different solution concepts.     

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.     

Analysis of supply chains with quantity based fixed incentives

This paper examines the use of quantity based fixed incentives to coordinate inventory decisions in a decentralized supply chain. We consider a two stage supply chain of autonomous supplier and distributor and prove that the optimal ordering policy for the newsvendor distributor under fixed incentives is an (s,S)$(s\text{,}S)$ type policy. We further show that external and internal quantity based incentives can restore channel coordination in single period and channel members can benefit through arbitrary splitting of the resulting additional chain profit. The single period results are extended to multiple periods and the impact of fixed incentives on the distributor’s optimal stocking policy and channel efficiency are examined under three different multi-period supplier strategies. Numerical examples are used to compare the multi-period strategies and to provide additional managerial insights. The results show that contrary to common belief, incentive plans developed and maintained based only on current inventory data perform poorly in long term and that such incentive plans must be periodically updated to enhance their efficiency. Furthermore, we show that high level of incentives designed to push too much inventory downstream of the supply chain can actually reduce the chain’s efficiency.     

Ordering policy and coordination of a supply chain with two-period demand uncertainty

We develop a two-period game model of a one-manufacturer and one-retailer supply chain to investigate the optimal decisions of the players, where stock-out and holding costs are incorporated into the model. The demand at each period is stochastic and price sharply drops in mid-life. We assume the retailer has a single order opportunity, and decides how much inventory to keep in the middle of selling season. We show that both the price-protection mid-life and end-of-life returns (PME) scheme and the only mid-life and end-of-life returns (ME) scheme may achieve channel coordination and access a ‘win-win’ situation under some conditions. The larger the lowest expected profit of the retailer, the lower the possibility of ‘win-win’ situation will be. Combined with the analysis of feasible regions for coordination policies, we find that PME scheme is not always better than ME scheme from the perspective of implementable mechanism. Finally, we find that adopting the dispose-down-to (DDT) policy can bring a larger improvement of the expected channel profit in the centralized setting, and it is interesting that by using DDT policy, double marginalization occurs only at Period 1, and however, does not plague the retailer in Period 2.     

A game theoretic approach to coordinate pricing and vertical co-op advertising in manufacturer-retailer supply chains

Vertical cooperative (co-op) advertising is a marketing strategy in which the retailer runs local advertising and the manufacturer pays for a portion of its entire costs. This paper considers vertical co-op advertising along with pricing decisions in a supply chain; this consists of one manufacturer and one retailer where demand is influenced by both price and advertisement. Four game-theoretic models are established in order to study the effect of supply chain power balance on the optimal decisions of supply chain members. Comparisons and insights are developed. These embrace three non-cooperative games including Nash, Stackelberg-manufacturer and Stackelberg-retailer, and one cooperative game. In the latter case, both the manufacturer and the retailer reach the highest profit level; subsequently, the feasibility of bargaining game is discussed in a bid to determine a scheme to share the extra joint profit.     

Bundling decisions in supply chains

Firms often sell products in bundles to extract consumer surplus. While most bundling decisions studied in the literature are geared to integrated firms, we examine a decentralized supply chain where the suppliers retain decision rights. Using a generic distribution of customers’ reservation price we establish equilibrium solutions for three different bundling scenarios in a supply chain, and generate interesting insights for distributions with specific forms. We find that (i) in supply chain bundling the retailer’s margin equals the margin of each independent supplier, and it equals the combined margin when the suppliers are in a coalition, (ii) when the suppliers form a coalition to bundle their products the bundling gain in the supply chain is higher and retail price is lower than when the retailer bundles the products, (iii) the supply chain has more to gain from bundling relative to an integrated firm, (iv) the first-best supply chain bundling remains viable over a larger set of parameter values than those in the case of the integrated firm, (v) supplier led bundling is preferable to separate sales over a wider range of parameter values than if the retailer led the bundling, and (vi) if the reservation prices are uniformly distributed bundling can be profitable when the variable costs are low and valuations of the products are not significantly different from one another. For normally distributed reservation prices, we show that the bundling set is larger and the bundling gain is higher than that for a uniform distribution.     

A note on competitive supply chains with generalised supply costs

This note generalises models from two influential papers in the theory of supply chain outsourcing under competition: 9 and 1. The first paper studies the impact of competitive intensity on the outsourcing decision from the supplier’s point of view for linear supply cost; the second paper examines the impact of supply economies of scale from the retailer’s point of view when selling perfectly substitutable products. By considering competitive intensity and supply economies of scale simultaneously, we find that equilibrium channel structures are primarily determined by the competitive intensity, which is true even under supply diseconomies of scale; the key message in the second paper of scale economies driving retailer’s outsourcing supply decision is highly dependent on the assumption of perfect substitutes. Our finding has no qualitative difference when either the suppliers or the retailers are modeled as the channel leader and make the outsourcing decisions.     

Coordination of stocking decisions in an assemble-to-order environment

This paper examines an assemble-to-order environment involving a short-life-cycle product that is sold in two different configurations, each requiring a unique component that must be stocked in advance. Both configurations of the product are assembled on the same equipment which has limited capacity. The focus of the analysis is on the determination of the appropriate stocking quantities for each of the configuration specific components. Because the same assembly capacity is often reused for different instances of the component stocking problem, we treat assembly capacity as exogenous. This represents the fact that capacity decisions are often made less frequently than are procurement/production quantity decisions. We first solve for the first-best stocking policy when the components are produced internally. We then consider the case when the components are procured from external suppliers, and investigate how different forms of contract between the assembler and the component suppliers affect coordination of the supply chain as well as each party’s profit. One particularly interesting finding is that it is possible to coordinate the supply chain with a single-price contract between each supplier and the assembler while awarding all parties positive profit.     

Manufacturer’s revenue-sharing contract and retail competition

This paper investigates a revenue-sharing contract for coordinating a supply chain comprising one manufacturer and two competing retailers. The manufacturer, as a Stackelberg leader, offers a revenue-sharing contract to two competing retailers who face stochastic demand before the selling season. Under the offered contract terms, the competing retailers are to determine the quantities to be ordered from the manufacturer, prior to the season, and the retail price at which to sell the items during the season. The process of pricing and ordering is expected to result in an equilibrium as in the Bayesian Nash game. On the basis of anticipated responses and actions of the retailers, the manufacturer designs the revenue-sharing contract. Adopting the classic newsvendor problem model framework and using numerical methods, the study finds that the provision of revenue-sharing in the contract can obtain better performance than a price-only contract. However, the benefits earned under the revenue-sharing contract by different supply chain partners differ because of the impact of demand variability and price-sensitivity factors. The paper also analyses the impact of demand variability on decisions about optimal retail price, order quantity and profit sharing between the manufacturer and the retailers. Lastly, it investigates how the competition (between retailers) factor influences the decision-making of supply chain members in response to uncertain demand and profit variability.     

Vendor Management Inventory with consignment contracts and the benefits of cooperative advertising

Most of the cooperative advertising literature has focused on studying the effects of such programs considering marketing variables. This paper integrates production and inventory management with pricing and advertising considerations to assess the effects of cooperative advertising programs in bilateral monopolies. We consider a supply chain where a Vendor Managed Inventory (VMI) along with a consignment contract is implemented to coordinate the chain. We develop and solve a differential model for two games. The first one is a benchmark scenario where no cooperative advertising is offered, while the manufacturer offers the cooperative program in the second game. The main results show that cooperative advertising programs, usually considered as successful marketing initiatives, can be very difficult to implement in a supply chain undertaking a VMI policy with a consignment contract, in which operations and marketing interface is taken into account. A cooperative program mainly hurts the manufacturer’s profits, and can be profit-Pareto-improving only in a few cases. Although the retailer is generally willing to receive a support from the manufacturer, she can opt for a non-cooperative program when the largest part of the supply chain profits goes to the manufacturer. We developed several special cases to strengthen our findings.     

Coordination in a two-stage capacitated supply chain with multiple suppliers

The aim of this paper is to coordinate the inventory policies in a decentralized supply chain with stochastic demand by means of contracts. The system considered is a decentralized two-stage supply chain consisting of multiple independent suppliers and a manufacturer with limited production capacities. The suppliers operate on a make-to-stock basis and apply base stock policy to manage their inventories. On the other hand, the manufacturer employs a make-to-order strategy. Under the necessary assumptions, each supplier is modeled as an M/M/1 make-to-stock queue; and the manufacturer is modeled as a GI/M/1 queue after deriving an approximate distribution for the interarrival times of the manufacturer. Once the supply chain is modeled as a queuing system, centralized and decentralized models are developed. Comparison of the optimal solutions to these models reveals that the supply chain needs coordination. Three different transfer payment contracts are examined in this paper. These are the backorder and holding cost subsidy contracts, the transfer payment contract based on Pareto improvement, and the cost sharing contract. Each contract is evaluated according to its coordination ability and whether it is Pareto improving or not. The results indicate that all three contracts can coordinate the supply chain. However, when the Pareto improvement is taken into account, the cost sharing contract seems to be the one that will be preferred by all parties.     

Game-theoretic analysis of cooperation among supply chain agents: Review and extensions

This paper surveys some applications of cooperative game theory to supply chain management. Special emphasis is placed on two important aspects of cooperative games: profit allocation and stability. The paper first describes the construction of the set of feasible outcomes in commonly seen supply chain models, and then uses cooperative bargaining models to find allocations of the profit pie between supply chain partners. In doing so, several models are analyzed and surveyed, and include suppliers selling to competing retailers, and assemblers negotiating with component manufacturers selling complementary components. The second part of the paper discusses the issue of coalition formation among supply chain partners. An exhaustive survey of commonly used stability concepts is presented. Further, new ideas such as farsightedness among supply chain players are also discussed and analyzed. The paper also opens some avenues of future research in applying cooperative game theory to supply chain management.     

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.     

Marketing-driven channel coordination with revenue-sharing contracts under price promotion to end-customers

This paper explores the equilibrium behavior of a basic supplier-retailer distribution channel with and without revenue-sharing contracts under price promotion to end-customers. Three types of promotional demand patterns characterized by different features of dynamic price sensitivity are considered to rationalize price promotional effects on end-customer demands. Under such a retail price promotion scheme, this work develops a basic model to investigate decentralized channel members’ equilibrium decisions in pricing and logistics operations using a two-stage Stackelberg game approach. Extending from the basic model, this work further derives the equilibrium solutions of the dyadic members under channel coordination with revenue-sharing contracts. Analytical results show that under certain conditions both the supplier and retailer can gain more profits through revenue-sharing contracts by means of appropriate promotional pricing strategies. Moreover, the supplier should provide additional economic incentives to the retailer. Furthermore, a counter-profit revenue-sharing chain effect is found in the illustrative examples. Such a phenomenon infers that the more the retailer requests to share from a unit of sale the more it may lose under the revenue-sharing supply chain coordination scheme.     

Consumer environmental awareness and competition in two-stage supply chains

This paper focuses on the impact of competition and consumers’ environmental awareness on key supply chain players. We consider both the production competition between partially substitutable products made by different manufacturers, and the competition between retail stores. We use two-stage Stackelberg game models to investigate the dynamics between the supply chain players given three supply chain network structures. We find that as consumers’ environmental awareness increases, retailers and manufacturers with superior eco-friendly operations will benefit; while the profitability of the inferior eco-friendly firm will tend to increase if the production competition level is low, and will tend to decrease if the production competition level is high. In addition, higher levels of retail competition may make manufacturers with inferior eco-friendly operations more likely to benefit from the increase of consumers’ environmental awareness. Moreover, as production competition intensifies, the profits of the retailers will always increase, while the profits of the manufacturers with inferior eco-friendly operations will always decrease. The profitability of the manufacturers with superior eco-friendly operations will also tend to decrease, unless consumers’ environmental awareness is high and the superior manufacturer has a significant cost advantage related to product environmental improvement.     

On a cooperative advertising model for a supply chain with one manufacturer and one retailer

, , ,  and  recently studied a game-theoretic model for cooperative advertising in a supply chain consisting of one manufacturer and one retailer. However, the sales-volume (demand) function considered in this model can become negative for some values of the decision variables, and in fact, this does happen for the proposed Stackelberg and Nash equilibrium solutions. Yue et al. (2006) acknowledge the negativity problem and suggest two constraints to fix it; however, they do not incorporate these constraints into their mathematical analysis. In this paper, we show that the results obtained by analyzing the advertising model under the constraints suggested by Yue et al. can differ significantly from those obtained in the previous papers.     

Surplus division and investment incentives in supply chains: A biform-game analysis

In this paper, we use a biform-game approach for analyzing the impact of surplus division in supply chains on investment incentives. In the first stage of the game, firms decide non-cooperatively on investments. In the second stage, the surplus is shared according to the Shapley value. We find that all firms have inefficiently low investment incentives which, however, depend on their position in the supply chain. Cross-subsidies for investment costs can mitigate, but not eliminate the underinvestment problem. Vertical integration between at least some firms.yields efficient investments, but may nevertheless reduce the aggregated payoff of the firms. We show how the size of our effects depends on the structure of the supply chain and the efficiency of the investment technology. Various extensions demonstrate that our results are qualitatively robust.