Contracting in a Supply Chain with Stochastic Demand and Substitute Products
Contracting in a Supply Chain with Stochastic Demand and Substitute Products
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DOI：
10.1111/j.1937-5956.2004.tb00144.x
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发表时间：
2004-03
影响因子：
5
通讯作者：
Santiago Kraiselburd;V. Narayanan;A. Raman
中科院分区：
文献类型：
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作者：
Santiago Kraiselburd;V. Narayanan;A. Raman
零售商经常从多个制造商库存竞争产品。当零售商将某一特定商品缺货时，喜欢该商品的顾客很可能会在一定程度上转向同一家商店的另一家制造商的替代产品。在这种情况下，制造商的“损失销售”不是零售商的“损失销售”。这加剧了制造商和零售商的缺货成本的差异。这种缺货成本的差异影响了制造商和零售商之间的最优契约，也给渠道带来了代理成本。这种合同，反过来，确定均衡库存水平和填补率。我们研究这些问题在一个单周期的供应链，包括一个制造商和一个零售商，在三种不同的情况下（当两个公司被整合成一个单一的实体，当零售商进行库存决策，当制造商进行库存决策）。我们比较，并提出了一种方法来比较，库存量，制造商的努力，供应链利润在不同的情况下。我们发现，当制造商的努力是消费者需求的实质性驱动力，当消费者不太可能替代另一个品牌的情况下，缺货VMI表现更好。另一方面，如果不可收缩的制造商努力不重要，或者当替代很重要时，VMI可能会加剧而不是减轻渠道效率低下，并且可能比传统的零售商管理库存表现更差。
Retailers often stock competing products from multiple manufacturers. When the retailer stocks out of a particular item, customers who prefer the item are likely, with some probability, to switch to a substitute product from another manufacturer at the same store. In such an event, a “lost sale” for the manufacturer is not a “lost sale” for the retailer. This exacerbates differences in manufacturer's and retailer's stockout costs for the item. Such differences in stockout cost influence the optimal contract between the manufacturer and the retailer and also impose agency costs on the channel. Such contracts, in turn, determine equilibrium inventory levels and fill rates. We study these issues in a single‐period supply chain, consisting of a manufacturer and a retailer, under three different scenarios (when the two firms are integrated into a single entity, when the retailer makes stocking decisions, and when the manufacturer makes stocking decisions). We compare, and present a methodology for comparing, stocking quantities, manufacturer efforts, and supply chain profits across different scenarios. We find that VMI performs better when manufacturer effort is a substantial driver of consumer demand and when consumers are unlikely to substitute to another brand in case of a stockout. On the other hand, if non‐contractible manufacturer effort is unimportant, or when substitution is significant, VMI can exacerbate, rather than mitigate, channel inefficiencies, and can perform worse than traditional Retailer Managed Inventory.