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Different from the previous articles on multi-echelon cold chain system, in addition to traditional transportation/distribution, warehousing and inventory control, DC value-added services, such as joint order processing, product processing and customizing, picking and assorting, joint distribution, etc. are employed to improve the performance of the cold chain system. Case study and sensitivity analysis demonstrate that (1) DC revenue is mainly from processing and customizing service for all kinds of products; (2) Of the value added services, picking and assorting cost has a significant effect on the total profit. These conclusions present good theoretical and managerial insights.

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To quickly respond to consumer demand, more and more fashion product cross-border e-commerce (CBEC) retailers outsource international logistics to an integrated overseas warehouse logistics provider (OWLP). Due to the scarcity of integrated OWLP, this paper investigates the effect of the Stackelberg game, where the OWLP dominated the supply chain, and the cooperative game where the retailer and the OWLP are consistent with the interests, on pricing, and the comprehensive value-added service (VAS) strategy for a fashion product and explores the effect of demand coefficient factors on decision-making policy and supply chain performance through sensitivity analysis. It is found that the VAS level increases in the decrease of price coefficient a and the service cost coefficient k, in the increase of the service level coefficient b, and sales cycle coefficient T. By adopting the VAS cost-sharing contract, and not only the total profit of the cooperative game is greater than that of the Stackelberg game but also the win-win cooperation between e-commerce retailer and OWLP is realized.

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Considering a two-echelon supply chain consisting of one overseas warehouse logistics provider and one cross-border e-commerce retailer with cold chain products over a finite time horizon, this paper studies the optimal decision-making of logistics pricing, freshness-keeping effort level and cold chain product pricing under the Stackelberg game and the cooperative game, and makes a comparative analysis of the two models. Through two-person cooperative game of transferable payment, it is proved that (1)both the total supply chain profit and individual profit of the two parties are greater than the Stackelberg game;(2) the freshness level is higher than that of the Stackelberg game;(3) the logistics price is lower than that of the Stackelberg game;(4) e-commerce transaction scale (i.e. logistics demand scale) is higher than that of the Stackelberg game; and (5) the retail price of the cold chain product is lower than the Stackelberg game. Numerical results bear out the validity of the theoretical models.

Different from the previous articles on multi-echelon deteriorating inventory, this paper explains the economic implications of Weibull parameters for cold chain inventory rather than restricting to mathematical sense. A case study shows that DC warehousing activities and total throughput of the scale factor has a significant effect on the total profit compared with the storage technology and warehousing environment of shape factor. The improvements of DC warehousing standard and total throughput and preservation technology and warehousing environment contribute to the reduction of some DC operation costs and the increase of DC processing and customizing profit.