We consider a single buyer who wishes to outsource a fixed demand for a manufactured good or service at a fixed price to a set of potential suppliers. We examine the value of competition as a mechanism for the buyer to elicit service quality from the suppliers. We compare two approaches the buyer could use to orchestrate this competition: (1) a supplier-allocation (SA) approach, which allocates a proportion of demand to each supplier with the proportion allocated to a supplier increasing in the quality of service the supplier promises to offer, and (2) a supplier-selection (SS) approach, which allocates all demand to one supplier with the probability that a particular supplier is selected increasing in the quality of service to which the supplier commits. In both cases, suppliers incur a cost whenever they receive a positive portion of demand, with this cost increasing in the quality of service they offer and the demand they receive. The analysis reveals that (a) a buyer could indeed orchestrate a competition among potential suppliers to promote service quality, (b) under identical allocation functions, the existence of a demand-independent service cost gives a distinct advantage to SS-type competitions, in terms of higher service quality for the buyer and higher expected profit for the supplier, (c) the relative advantage of SS versus SA depends on the magnitude of demand-independent versus demand-dependent service costs, (d) in the presence of a demand-independent service cost, a buyer should limit the number of competing suppliers under SA competition but impose no such limits under SS competition, and (e) a buyer can induce suppliers to provide higher service levels by selecting an appropriate allocation function. We illustrate the impact of these results through three example applications.outsourcing, supplier competition, service quality, inventory systems, queueing analysis
PurposeThis paper aims to show how proper risk management capabilities can lead to competitive advantage for a company. There is much evidence that suggests that the current very high level of volatilities in the business world is going to get worse in the years and decades to come. This trend of increasing uncertainties and the resulting risks for businesses, demands a strategic‐level attention to risk management. This strategic‐level attention is warranted by the fact that proper risk management capabilities can lead to competitive advantage.Design/methodology/approachThe work is conceptual in its approach. The paper also provides many examples from a wide range of industries, as well as the results from other research works to support the finding of the paper.FindingsThe paper first shows how firms' perspective of risk management is evolving. It then characterizes the main drivers behind the trend of increasing uncertainties in the business world which results in higher levels of risk exposure for companies. Finally, the paper characterizes four different ways through which proper risk management capabilities can lead to competitive advantage (depending on different risk categories).Originality/valueAlthough the importance of risk management and its potential strategic role has been widely studied in the literature, the question of how risk management capabilities can turn into a competitive advantage has received less attention. The answer to this question might help firms to better understand the strategic role of risk management and the importance of developing a proper set of risk management capabilities. This paper tries to identify the relationship between risk management capabilities and competitive advantage under different types of risks.
Purpose The purpose of this paper is to propose a framework of value co-creation in platform ecological circle for cold chain logistics enterprises to guide the transformation and development of cold chain logistics industry. Design/methodology/approach This paper establishes a conceptual framework for the research on the platform ecological circle in cold chain logistics, utilizes a structural equation model to investigate the influencing factors of the value co-creation of the platform ecological circle in the cold chain logistics enterprises and elaborates the internal relations between different influencing factors regarding the value co-creation and enterprises’ performance. Findings Results show that resource sharing in logistics platform ecological circle can stimulate the interaction among enterprises and this produces a positive influence on their dynamic capabilities, which, in turn, affects the they to work together to plan, implement and solve problems, so as to achieve the goal of improving enterprise performance. Practical implications The shared resources and value co-creation activities in the platform ecological circle are very important for the transformation and development of cold chain logistics enterprises. Therefore, enterprises should promote value co-creation through realizing resource sharing and creating a win-win cooperation mechanism. Originality/value This paper targets at incorporating the resource sharing in platform ecological circle for cold chain logistics enterprises, explores from an empirical perspective the role of the resource sharing in cold chain logistics enterprises in enhancing the dynamic capabilities of enterprises, thereby encouraging the value co-creation behavior, and ultimately boosts enterprise performance and stimulates business development.
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