垄断条件下的EOQ

在一个只含有一个供应商和一个零售商的简单的供应链系统中,其供应商的交货期是可控制量。当零售商在链中占据垄断地位时,零售商和供应商的订货或生产批量及运作费用等问题,才是最优化的。     

服务补贴与具有相同供应商的供应链博弈研究

针对由两个零售商和一个共同的供应商组成的供应链,供应商将具有可替代性的两种产品通过两个零售商进行销售,零售商为其产品提供服务,供应商为零售商提供服务补贴。分析得出:向零售商提供服务补贴虽然能够提高零售商针对自己产品所提供的服务水平,增加其产品的市场占有率和供应商的利润,但并不能增加零售商的利润,反而会使其利润减少。如果在供应商向零售商提供服务补贴的供应链中采用纳什讨价还价机制,不仅可以使产品的服务和销量保持在不采用纳什讨价还价机制的供应商向零售商提供服务补贴时供应链的水平,还可以使供应商和零售商的利润都增加,此时供应商愿意提供服务补贴,零售商愿意接受服务补贴。     

零售商主导下供应链期权契约研究

由一个供应商和一个零售商可组成两级供应链,在此供应链系统中,零售商处于供应链的领导地位,而供应商处于追随的地位,零售商和供应商之间通过考虑需求与价格具有相关性的期权契约进行协调,通过研究并为此建立了数学模型.研究表明,期权契约能够实现零售商主导下的供应链的协调.最后,利用具体算例分析验证了结论.     

基于延期支付的电子化供应链变质产品定价与采购策略

本文以由一个供应商和一个零售商所组成的电子化供应链为研究对象,考虑了线性的需求,以及与时间和采购量相关的采购函数,研究了在零售商的一个计划周期内,基于延期支付下变质产品的定价与采购策略问题。以零售商利润最大化为优化目标建立了数学模型,设计了相应的求解算法,并以算例予以说明。     

基于需求与储量相关条件下的供应链协调研究

供应链模型由一个制造商和零售商组成,其中制造商向零售商供应商品,零售商面临客户的商品需求与储量相关。在该模型中,制造商欲通过批发价和储量成本补偿方式来协调分散式供应链并赢利,使供应链分散式时的系统总储量等于集中控制时的储量水平。假定商品需求是依赖储量的函数和一个储量成本补偿。在单个零售商情形下,制造商需要增大批发价及支付给零售商的储量成本补贴来协调整个渠道并盈利。当两个及多个零售商竞争时,假定市场需求依赖于总储量水平,零售商按照储量比例分割市场。     

基于博弈论的零售商与供应商关系探讨

本文运用博弈论对零售商与供应商的关系进行了分析,认为在非合作博弈条件下,零售商与供应商为追求各自利益的最大化,必然会相互竞争,这正是目前零售商与供应商矛盾冲突的根源;而在合作博弈条件下,零售商与供应商之间相互合作的结果要优于非合作博弈。文章提出,要实现零售商与供应商之间的合作博弈,应具备一定的前提和条件,必须采取措施消除阻碍零售商与供应商进行合作的障碍,创造合作博弈的环境和氛围,使零售商与供应商相互信任,创造零售商与供应商重复博弈的条件,公开企业市场行为信息,增加破坏合作的违约成本。     

在供应链上奔跑

中国供应商正以前所未有的热情涌往国际零售商的供应链中.可是通往胜利殿堂的路途,并不像他们想像中那么平坦.伴随着国际零售商圈地的号角,岁末的中国(深圳)消费商品采购大会再次给了零售商们招兵买马的机会:赶在2005年零售业全面开放之前,建立一个兵强马壮的供应商体系是大举进攻中国市场的决战要素.     

基于固定分割的库存路径问题最优策略

针对由单个供应商和多个零售商组成的两级供应链分配系统,研究了一体化的库存路径问题.为了节省整个供应链的费用,重新设计了对零售商的区域分割算法.在此基础上,确定了出零售商订货周期与供应商订货周期的大小关系,通过引入周期比例向量,设计了一个全新的整数倍时间策略,给出了详细的理论分析,证明该策略是最优的整数倍时间策略.数字实验结果表明,该策略比其他策略具有明显优越性.     

风险喜好型零售商主导的双渠道定价策略研究

一个由生产商和零售商组成的供应链中决策的顺序为:零售商率先根据自己掌握的市场信息公布最大潜在订单数量,生产商根据最大订单数量来调整其批发价格和直销渠道价格,最后零售商才确定其最优订货数量。研究表明,在一个由风险喜好型的零售商和一个风险规避型的供应商组成的供应链中,零售商风险偏好系数超过某一特定值时,随着需求方差的增加,零售渠道最优定价会越来越高;而对于风险规避型供应商,则是随着需求方差和(或)供应商风险规避程度的增加,会选择较低的产品售价以期获得稳定的收入。     

零售商眼中的供应商

在零售商眼中,什么样的供应商是优秀供应商?什么是零售商最为关注的问题?这些一直是供应商、厂商想要知道的。从零售商的角度看,首要考虑的是商品的利润,因为只有经营有利润的商品,门店才能生存,也就是说供应商能够提供给零售企业带来利润的商品,这才是首选。但是随着零售企业规模的上升,市场竞争环境的恶劣,消费者关注的不仅仅是商品物美价廉,关注更多的是商品自身的品质和服务。这也就迫使零售商开始要求厂商在供货的时候提供更多的附加价值。因此,原本零售商只是关注商品的价格和所能获取的利润,如今除了选择商品的3个基本标准——有竞争…     

Channel Selection and Coordination in Dual-Channel Supply Chains

This paper investigates the influence of channel structures and channel coordination on the supplier, the retailer, and the entire supply chain in the context of two single-channel and two dual-channel supply chains. We extensively study two Pareto zone concepts: channel-adding Pareto zone and contract-implementing Pareto zone. In the channel-adding Pareto zone, both the supplier and the retailer benefit from adding a new channel to the traditional single-channel supply chain. In the contract-implementing Pareto zone, it is mutually beneficial for the supplier and the retailer to utilize the proposed contract coordination policy. The analysis suggests the preference lists of the supplier and the retailer over channel structures with and without coordination are different, and depend on parameters like channel base demand, channel operational costs, and channel substitutability.     

具有服务策略的双渠道供应链定价问题研究

本文研究了零售商提供服务的双渠道供应链,分析了零售商在不同的服务成本下提供服务对于供应商和零售商定价策略的影响。研究发现提供服务对于零售商不仅可以扩大利润,还可以把提供服务当作一种有效策略,应对来自电子商务渠道的利润吞噬,通过利润分享从而延缓渠道之间的冲突;只有服务系数小于一个临界值时,提供服务才能使零售商和供应商同时得到帕累托改进。因此,零售商应不断提高服务效率,为消费者提供更高效的服务。     

供应商管理库存对供应链收益的影响机理研究

供应商管理库存模式作为一种供应链环境下的库存运作模式,突破了传统的条块分割的库存管理模式,以系统化、集成化的思想实施库存管理,能够提升供应链的整体竞争力。供应商管理库存模式是一种以供应链各环节企业都能实现最低成本为目的,在一个共同协议下由供应商管理库存,不断监督协议执行情况并修正协议内容,使库存管理得以持续改进的合作性策略,具有合作性、互利性、协议性、连续改进性等特点。实施供应商管理库存模式,可以降低零售商和供应链整体的库存成本,增加二者的收益水平。尽管在实施初期,可能会导致供应商库存成本的增加以及收益的减少,但从长期来看,由于供应商对库存的专业化管理以及零售商将更多资源用于商品的市场营销活动之中,可以有效扩大商品的市场销售规模,降低库存管理成本,从而最终提高供应商收益水平。     

努力水平影响需求的供应链收入共享契约研究

考虑由一个供应商和一个零售商组成的二级供应链,其中需求是随机的且受零售商的销售努力水平影响。在销售季节前,零售商需要同时确定订购数量和相应的销售努力水平。在分散式供应链环境下,通过分析传统的收入共享契约无法协调供应链的原因,提出基于成本共担的收入共享契约模型,证明当努力水平影响方式为积的形式时,基于成本共担的收入共享契约能有效协调供应链。     

Small-independent retailers vs. organized retailers: An empirical study in Indonesian economics of service industries

This paper explores the influence of strategic planning and functional-business strategy in helping small-independent retailers/traditional retailers to survive amidst the competition with organized retailers. Based on cross-sectional survey research, this study illustrates the influence of strategic planning and functional-business strategy to retailer–supplier relationship, consumer loyalty program, and retailer performance. In order to clarify the relationships among these constructs, a structural equation model (SEM) is employed to examine the model fit and the five hypotheses. The results show that strategic planning is critical for small independent retailers due to its influence on the retailer–supplier relationship and consumer loyalty program. Besides, consumer loyalty program is also influenced by functional-business strategy. The retailer–supplier relationship and consumer loyalty program exhibits a positive influence on the small-independent retailer performance. The research supports the existence of a more complex that the consumer loyalty program fully mediates the relationships between strategic planning and functional-business strategy on retail performance. Moreover, the retailer–supplier relationship fully mediates the relationship between strategic planning and small retailer performance. These findings constitute a new contribution to the literature on small retailer research streams through the development of cross category relationships such as strategy, buyer behavior, and structure categories. Besides, this study can enhance the strategic management as well as the performance of small-independent retailers to achieve sustainable competitive advantage.     

The impact of supply disruption risk on a retailer’s pricing and procurement strategies in the presence of a substitute product

Retailers often experience stockouts when a supplier fails to deliver an order. In this paper, we identify the optimal procurement policy of a multi-product retailer in the presence of possible supply disruptions. Our analysis reveals that, in anticipation of potential supply disruptions, a retailer would typically benefit from ordering more units from a reliable supplier and fewer units from an unreliable one. Furthermore, the total number of units ordered may increase when there is supply disruption risk. As a result, the retailer may overstock some items. However, there are situations in which a retailer would optimally respond to supply uncertainty by consolidating its selling strategy around the unreliable supplier’s product. Under such a strategy, we find the surprising result that the retailer reduces the amount it orders from a reliable supplier as an unreliable seller becomes even less reliable. We also explore how supply disruptions can affect a retailer’s optimal pricing strategy. We find that under certain conditions, it is beneficial for a retailer to lower its price of a substitute product when one supplier fails to deliver its product. Finally, we find that, on net, consumers may benefit from supply uncertainty even though supply disruptions eliminate access to a desirable product.     

纵向溢出效应供应链企业间的协同创新研究

由供应商、制造商和销售商组成的供应链,在具有纵向创新溢出效应的情况下,三方能否协同创新对供应链总收益、创新投入以及产品产量均有影响。研究结果表明,在三方协同创新情形下,供应链总收益、创新投入以及产品产量均大于三方非协同创新的情形。并且纵向溢出效应越大、创新系数越小,供应链总收益、创新投入以及产品产量越大,反之亦然。     

When and How Does Supplier Opportunism Matter for Small Retailers' Channel Relationships with the Suppliers?

This study examines the moderating influences of power‐dependence structure and environmental volatility on the relationships between supplier opportunism and its outcomes. Data were collected from 102 small retailers using a mail survey. The results of multiple regressions indicate that supplier opportunism decreases small retailer credibility/benevolence and long‐term orientation. Further, the findings show that the lower the small retailer dependence, the stronger the negative influences of supplier opportunism on small retailer long‐term orientation. Finally, the lower the environmental volatility, the stronger the negative influences of supplier opportunism on small retailer credibility/benevolence and its long‐term orientation. Marketing implications and recommendations are provided.     

The Roles of Business Ethics in Conflict Management in Small Retailer–Supplier Business Relationships

Any ongoing relationship involves conflict. While facing conflict can be a serious matter for small firms with limited resources and capabilities, little is known about conflict management or the role of an ethical foundation, or business ethics, for small businesses. This study examines some influential factors regarding conflict management and the role of business ethics in satisfactory business relationship building in the context of small retailer–supplier relationships. The proposed model identifies (1) the relative importance of business ethics and role performance as antecedents and (2) two dimensions of satisfaction (social and economic) as consequences. The data, collected from small apparel retailers in the United States, clearly demonstrate the powerful role of business ethics. The positive perceptions of small retailers regarding supplier business ethics significantly reduces retailer–supplier conflict and increases retailer–supplier social satisfaction. Supplier role performance does not contribute to a reduction in retailer–supplier conflict as perceived by small retailers, but it does enhance the economic satisfaction of retailers, which further increases their social satisfaction. The functional benefits of conflict provide interesting insight. Providing several meaningful implications, this study demonstrates the unique aspects of conflict management within small retailer–supplier relationships.     

The impact of electronic point of sale technology (epos) on marketing strategy and retailer‐supplier relationships

EPOS is an established and rapidly growing feature of the UK retail scene with a wide range of potential impacts across the whole value chain. This paper focuses upon the more immediate impact of EPOS on the marketing strategies of retailers and their suppliers and on the retailer‐supplier relationship. Emphasis is given to the potential which EPOS presents for the development of new approaches to channel co‐operation and for the building of new patterns of strategic alliance.