基于数量折扣的双层规划订货策略研究

考虑单供应商单零售商组成的两级供应链,在市场需求为零售价格的指数函数假设下,建立了当占支配地位的供应商给零售商提供数量折扣时的双层规划模型,然后设计了一种简单实用的求解算法.     

需求信息不对称下的供应链协调

分析了单供应商和单零售商组成的供应链在需求信息不对称下的协调问题。当市场规模和价格敏感系数同时预测偏差时．为使供应链收益最大,提出了调整生产计划和零售价格的协调机制。进一步证明了利用数量折扣机制可协调需求预测偏差下的分权供应链．而且该机制还实现了供应链收益在供应商和零售商间的任意分配。最后进行了实例分析。     

直运型供应链中供应商主导库存订货博弈策略

在一个供应商和Rn个零售商组成的直运型供应链系统中,供应商占主导地位,完全掌握零售商的订货成本与库存成本等相关信息,零售商服从供应商所作出的决策。当供应商向零售商公布共同补给期时并给予一定的价格折扣数额后,零售商才能决定自己最优订货策略。零售商是否接受该订货策略是一个库存订货策略博弈问题。本文通过建立零售商每年订货所花费的平均总成本函数方程与供应商每年处理订货和运输货物的平均总成本函数方程,对博弈不同竞争策略下的供应商与零售商平均总成本函数优化模型求解,仿真数值验算得出了供应商与零售商采取非零和竞争策略时供应商与零售商总成本最低,整个供应链平均总成本最优的结论。     

供应商与零售商博弈分析及对策建议

供应商—零售商关系是困扰行业多年的问题,强大的终端力量使零售商相对供应商处于强势地位。本文对供应商—零售商合同终止前后的博弈作了简要分析,并认为在转移扩张成本的条件下,零售商有无限扩张的欲望,应采取相关措施规范供应商—零售商关系,实现互利共赢。     

联通上下游 优化供应链

传统的供应商和零售商之间的业务流程是:当零售商发现商品库存快降到最低点时,迅速向供应商发出订货通知,供应商接到通知后立刻发货,零售商将商品入库再进行销售。在这样的流程下,零售商可能还要经过批发商和代理商两级才能到达供应商,而供应商总是在接到订单后才着手准备供货,最终由于运输延     

供应链中允许缺货情况下的合作竞争订货模型

本文考虑由一个供应商和一个零售商组成的供应链中，供应商分担零售商一部分缺货损失且交货时间为变量的情况下，利用博弃论的理论和方法，建立了供应商与零售商的合作竞争订货模型。研究结果表明，零售商的最优订货策略和供应商的最优交货时间不但与供应商分担的缺货损失比例有关，而且还与零售商和供应商在市场中的主导地位有关。     

疫情风险下基于看涨期权的生鲜农产品供应链决策

新冠疫情对生鲜农产品供应链造成严重冲击,为缓解这一痛点,在疫情风险背景下,构建了一个生鲜农产品供应商和零售商组成的单周期两阶段生鲜农产品供应链,并引入看涨期权,研究零售商和供应商的最优订货定价策略。研究表明：零售商的最优期权订购量是疫情风险系数、期权订购价和期权执行价的减函数。供应商不同时存在最优期权订购价和最优期权执行价,但若固定其中一个,便能获得供应商最优期望利润。供应商通过提高期权订购价或期权执行价均可增加自身期望利润,但其代价是减少零售商的期望利润,以致供应链总期望利润降低,这对供应链的发展不利,可通过调整期权价格,以实现供应链协调。另外,疫情风险对供应链期望利润的影响存在一个拐点,当疫情风险低于该拐点时,供应链期望利润是疫情风险的增函数,此时零售商购买看涨期权对供应链有利,反之则不利。因此在疫情初期,零售商购买看涨期权会不断增加供应链收益,但随着疫情的不断恶化,供应链收益会不断减少。     

零售商和供应商的重新协调

１引言在以往对供应链协调的研究过程中,考虑的总是供应商的运输延迟和零售商的订货延迟对整个供应链总成本的影响,而且总是假设供应商的库存足够充足。零售商对供应商的库存信息一无所知。在这种情况下,零售商不知道供应商持有的库存是否能满足他的要求,若不能满足,他不得不重新选择供应商进行重新订货,反而增加了订货成本,浪费了时间。另外,由于零售商不知道供应商的库存信息,所以零售商的订货是完全无序的,使得供应商的服务也变得无序,不仅降低了供应商的服务能力,而且增加了供应商预测零售商需求的难度和成本。基于以上两点…     

不完全信息下的供应链激励模型研究

由单个零售商和单个供应商组成的二级供应链,零售商对供应商的批发价格具有一定的压价能力,在完全信息零售商与供应商的stackelberg博弈基础上,研究了零售商将压价率作为私有信息的不完全信息博弈的激励机制问题。供应商利用激励机制能够使零售商真实披露隐瞒的信息,从而实现系统收益最大化。最后,运用实例仿真验证了激励机制的可行性,说明激励机制设计实现了供应链整体绩效的改进。     

需求受促销投资影响的供应链协调模型

本文以一个供应商与一个零售商组成的供应链为研究对象。市场需求受零售商进行促销投资的影响,供应商采取了共同补给期和补偿促销投资的协调策略。本文分别建立无协调策略与协调策略下零售商与供应商的利润模型,并对促销投资额与补给期的进行决策。共同补给期条件下,零售商的利润会比无协调策略条件下有所减少。供应商通过补偿促销投资的方式使得双方的利润都有所增加。最终,在共同补给期与补偿促销投资的双重策略下,零售商与供应商可以有效协调。     

Mobilising supplier resources by being an attractive customer: Relevance,status and future research directions

For buying companies, supplier resource mobilisation is an essential process in gaining and sustaining preferential access to supplier resources. This editorial provides insights into the processes of supplier resource mobilisation and introduces three empirical studies on supplier resource mobilisation. We first introduce the supplier resource mobilisation cycle. This cycle may serve as a roadmap for purchasing and supply management (PSM) practitioners seeking to improve access to supplier resources. In addition, this article informs PSM scholars about the status of the supplier resource mobilisation literature and proposes avenues for future research. The cycle includes six stages: (1) becoming an attractive customer, (2) segmenting suppliers, (3) generating supplier satisfaction, (4) becoming a preferred customer, (5) engaging in supplier-oriented actions, and (6) integrating supplier resources. Finally, we introduce the articles in this issue that each examine a different stage of the supplier resource mobilisation process.     

Does supplier development lead to supplier satisfaction and relationship continuation?

The primary purpose of this study is to find out if supplier development can serve as a means for buying firms to actively increase supplier satisfaction and eventually predict relationship continuity. Supplier relationships provide an essential means for buying firms to access and leverage supplier resources. One way in which buying firms influence the supply management process is through supplier development. The findings show that supplier development is an important means by which buying firms can increase supplier satisfaction. Supplier development significantly predicts the future of business relationships. Further analysis based on polynomial regressions provides evidence to show how congruence or discrepancy between economic and non-economic satisfaction impact continuance.     

供应不确定下基于Supply-hub的供应商选择和库存协同决策

针对由供应商、Supply-hub和制造商组成的三级供应链的多产品供应商选择和库存协同问题,考虑供应商存在延迟交付风险、供应数量约束,以供应链运作成本最小为目标,构建整数规划模型。分析结果表明:在一定的条件下,总存在最优的供应商选择方案和库存策略;当供应商的延迟交付概率增加,供应链期望成本上涨;当供应商供应数量无限制时,减少最优订货批量可以弱化供应不确定性增加造成的影响;当供应商选择方案不变,订货提前期增加,供应链的运作成本以及最优订货批量不变;一种零部件提前期的变化不影响其他零部件的供应商选择和库存策略。     

Supplier satisfaction: Conceptual basics and explorative findings

In the past, supplier satisfaction has not been a major topic of interest within purchasing and industrial management from either a practitioner or an academic point of view. Yet, successfully managing buyer–supplier relationships is difficult without taking the supplier's satisfaction into account. Consequently, analysing supplier satisfaction should take into account interaction processes within buyer–supplier relationships (e.g., exchange of information) as well as the atmosphere within these relationships (e.g., power dependence). This paper aims to explore the construct of supplier satisfaction as a factor of buyer–supplier relationship quality. Supplier satisfaction is defined as a supplier's feeling of fairness with regard to buyer's incentives and supplier's contributions within an industrial buyer–seller relationship. Supplier satisfaction as a complex construct is operationalised through an index, and its determinants are measured using a survey.     

Supplier innovativeness, organizational learning styles and manufacturer performance: An empirical assessment

Suppliers have become an increasingly important source of product and process innovation. While case studies have documented how supplier innovation can benefit a manufacturer, this relationship has not been empirically validated, nor have contingencies been explored. Using organizational learning theory we posit that the link between supplier innovativeness and manufacturer performance is moderated by the “fit” between the learning styles of the manufacturer and supplier. We empirically test our hypotheses using hierarchical linear modeling of survey responses from 148 manufacturers concerning 592 suppliers. Results indicate that supplier innovativeness has positive impacts on multiple dimensions of manufacturer performance. Results show that when the outsourced activity involves low levels of design responsibility by the supplier, it is more beneficial for the two partners to have contrasting learning styles. However, when the outsourced activity is design-intensive, it is more beneficial to have a supplier with an explorative learning style.     

Practice and promise of formal supplier selection: a study of four empirical cases

In this paper an experimental study of formal decision-making models for supplier selection is described. Attention is paid to all phases of the supplier selection process: the recognition of the need for a new supplier, the formulation of decision criteria, the qualification of suitable candidates and final selection. It appears from the experiments that formal decision models may prove to be useful in various ways throughout the whole supplier selection process and in different purchasing situations.     

供应商选择的模糊综合评价

分析了供应商选择的评价特点以及评价因素,提出了供应商选择的主要评价指标,介绍了供应商选择的模糊综合评价方法,并给出了示例分析。     

基于改进TOPSIS方法的供应商选择

通过设计供应商评价指标体系,建立了基于熵权与改进后的TOPSIS方法相结合构成的供应商评价模型,并将其应用于供应链管理中,经过算例验证该方法是可行的,具有一定的实际意义。     

The effects of volume consolidation on buyer–supplier relationships: A study of Chinese firms

Volume consolidation is a major consequence of supply base reduction. This study explores the relationships between volume consolidation and supply chain outcomes such as buyer coordination costs, supplier performance, buyer environment learning ability, and buyer learning from the supplier. This study also examines the effects of these supply chain outcomes on buyer satisfaction. Based on results derived from an empirical study of 398 Chinese manufacturing companies, it is found that volume consolidation enhances supplier performance, buyer learning from the supplier, and its environment learning ability. It is also determined that coordination costs negatively affect supplier performance and buyer satisfaction. Environment learning ability does not affect buyer satisfaction, while supplier performance and buyer learning from the supplier positively affect buyer satisfaction. As such, the effects of volume consolidation are not limited to enhanced supply chain performance, but also to organizational learning in the supply chain.     

Time-sensitive supply chain disruption recovery and resource sharing incentive strategy

Market demand is becoming increasingly time-sensitive in competitive environments. Hence, supply disruptions will have a more serious impact on the profits of supply chains. This study applies a Stackelberg competition between a single supplier and a single manufacturer in a time-sensitive supply chain in a cloud manufacturing environment. We aim to address the supplier’s production capacity recovery issues and the manufacturer’s incentive decision issues after supply disruption. We find that the supplier is in a weak position when the information is symmetrical. The manufacturer can encourage the supplier to shorten the recovery time by raising the unit wholesale price. When the supplier’s unit production cost remains unchanged but the unit wholesale price increases, the profit of the supplier first increases and then decreases. In addition, under the centralized decision-making setting, the optimal recovery time of the supplier is shorter and the optimal unit market price of the product is lower than that under decentralized decision-making. We further find that resource sharing can shorten the optimal recovery time, but it does not necessarily play an incentivizing role.