Collusion can increase the transaction value among supply chain members to obtain higher loans from supply chain finance (SCF) service provider, which will bring some serious risks for SCF. However, it is difficult to be identified and restrain the SCF service provider due to its stability and hiddenness. Different SCF transaction structures will affect the profits of supply chain members from collusion. This paper develops various game models for collusion and not collusion for different SCF transaction structures and investigates the impact of SCF transaction structures on the boundary conditions of collusion. Through comparative analysis, the findings of models are as follows: (1) in a two-echelon supply chain, the supplier and retailer are more likely to conduct collusion under the sequential game than under the simultaneous game; (2) collusion in the two-echelon supply chain can obtain higher loans than that in the three-echelon supply chain, so it has more serious hidden danger; (3) in the two-echelon supply chain, collusion is easier to form than in the three-echelon SCF supply chain that has spontaneous endogenous constraints. We also develop two types of mechanisms to restrain collusion behavior from profit sharing and incomplete information perspectives. Finally, we summarize the theoretical implications and analyze the management implications through a case study.
In the real business environment, due to unpredictable market demand or high prediction difficulty and low prediction accuracy, there will be inevitably operational loss in the field of e-commerce logistics caused by undersupply or oversupply of express service capabilities. At present, China is deepening the supply-side structural reforms. Confronted with the growing demand for e-commerce logistics express delivery, especially the urgent demand for tackling orders piling up to 1 billion pieces during the recent “Double 11” shopping carnival, it is very important and practical for us to study how to make scientific decisions on the supply side in the field of e-commerce express delivery. Therefore, in this paper, we design a sharing logistics cooperation mechanism considering both the undersupply and oversupply of express delivery service capabilities under stochastic demand. By comparing the earnings data of several listed express companies, we analyze four types of optimization strategies: the order flow proportion revenue sharing strategy (RE-OFP), the combined factors revenue sharing strategy (RE-RSF), the order flow proportion risk sharing strategy (RS-OFP), and the combined factors risk sharing strategy (RS-RSF). The research results demonstrate that the four optimization strategies of RE-OFP, RE-RSF, RS-OFP, and RS-RSF could achieve Pareto improvements in the operational performance of e-commerce express service. The performance of four revenue sharing and risk sharing strategies varies with different revenue sharing or risk sharing factors. Under some certain combined factors, the revenue sharing contract could help realize the supply chain coordination of the sharing logistics service. The sharing logistics cooperation mechanism based on equity investment proposed hereafter provides a feasible solution to solve the problems of high empty driving rate and operational cost of e-commerce express delivery service in urban areas.
The purpose of this study is to explore the design of equity cooperation mechanism in the sharing logistics service supply chain. This study designs a two-echelon logistics service supply chain composed of an urban joint distribution company and N logistics companies. The urban joint distribution company is jointly established by N logistics companies based on specific shares of equity investment. We establish sharing logistics service supply chain models under revenue-sharing or cost-sharing contracts. Revenue-sharing factor or cost-sharing factor is the equity cooperation parameter. When the members of the supply chain choose to cooperate in revenue-sharing or cost-sharing mechanism, not all cooperation scenarios considered in the study can achieve Pareto improvement of the total profit of the supply chain, but at least one situation can achieve Pareto improvement. This study provides feasible solutions for logistics companies to join the sharing logistics service platform and provides a reference for the operation of a joint distribution platform established by logistics companies. New results and managerial insights are derived by the sharing logistics service supply chain with revenue-sharing vs cost-sharing contracts, which enriches the interfaces of the operation of the sharing logistics service supply chain.
Purpose The rapid development of e-commerce has caused not only explosive growth of the express delivery industry, but also ever-greater operational pressures. Models from the sharing economy may provide new ideas for operational improvement. The purpose of this paper is to consider an optimization method that reduces costs and increases efficiency. The proposed method enables a shared distribution system based on revenue-sharing and cooperative investment contracts. Design/methodology/approach The authors design a two-echelon supply chain (SC) of the shared distribution system with one shared distribution company and N express companies. In this SC, the express companies provide only inter-city transportation, and they outsource internal-city transportation to a shared distribution company. This distribution system differs from that of the traditional express delivery industry. The traditional system of delivery requires large numbers of empty trips (with no load to deliver), because the operating mode of urban distribution has been the franchise. To offer greater efficiency and performance, the authors introduce the sharing economy mode of express delivery. The authors examine the potential of a joint optimal decision-making strategy that involves revenue-sharing and cooperative investment contracts based on an order flow proportion (OFP) and a revenue-sharing factor (RSF). In this shared distribution system, the most important innovation is that all of the express companies jointly invest in and establish a shared distribution company based on OFP or RSF principles. Findings The profitability of an SC with revenue-sharing contracts based on an OFP system is much higher than that of a decentralized SC, and it is very close to the profitability of a centralized SC. In SCs with revenue-sharing contracts that are based on RSFs, there are many possible combinations of RSFs that can increase the overall profitability. The analyses indicate that the OFP system offers the best solution in designing revenue-sharing contracts based on RSFs. Practical implications This study indicates that revenue-sharing contracts based on both OFP and RSF principles can increase overall SC returns by 0.21 to 0.44 percent. In sum total, this improvement could mean a 0.84 to 1.76bn Yuan increase in revenues for the 400+ bn-Yuan express delivery industry. Originality/value The authors find that a combination of equity investment and SC coordination contracts makes the cooperation between SC members much more stable. Through this kind of shared distribution system, the scale of economy can further reduce the costs and increase the efficiency of the express delivery industry.
Aiming at the two-echelon newsvendor problem in which the market demand of commodities is random both in normal sales period and in liquidation period, this paper studies the pricing and ordering decision of retailers by using rational expectation equilibrium under the condition of considering consumersʼ strategic behavior and rapid response mechanism. Then, the decision-making problem under retailersʼ initial order quantity commitment is discussed, as well as the effect of commitment mechanism on supply chain performance. On this basis, both the two-part pricing contract and revenue-sharing contract are introduced to achieve supply chain coordination aiming at the profit maximization under the initial order quantity commitment mechanism. The results show that the rapid response mechanism can reduce the negative impact of consumers’ strategic behavior, and the initial order quantity commitment can further reduce the impact and improve the retailers’ profit. Both the two-part pricing contract and revenue-sharing contract can coordinate the whole supply chain in which the two-part pricing contract can distribute profit arbitrarily between manufacturers and retailers while the revenue-sharing contract can share risks among members of the supply chain.
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