<b>Research Note</b>—Revisiting “Retailer- vs. Vendor-Managed Inventory and Brand Competition”

Kim, Hag-Soo

doi:10.1287/mnsc.1070.0811

Cited by 20 publications

(20 citation statements)

References 1 publication

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“…Raw materials, subassemblies, and finished goods constitute downstream physical flows, whereas returned products for defects or repairs make up the upstream physical flows. A number of supply chain initiatives have been deployed to rationalize the management of physical flow integration via inventory management: vendor-managed inventories (VMI) (Gumus, Jewkes, & Bookbinder, 2008;Kazim, 2007;Kim, 2008;Nagarajan & Rajagopalan, 2008;Rungtusanatham, Rabinovich, Ashenbaum, & Wallin, 2007); just-in-time deliveries (Chuah & Yingling, 2005;Davenport & Glaser, 2002;Wang & Sarker, 2005;Zimmer, 2002); and using managed inventory services of logistics service providers (Meixell, Shaw, & Tuggle, 2008;Wang, & Toktay, 2008).…”

Section: Physical Flow Integrationmentioning

confidence: 99%

Anticipated IT infrastructure and supply chain integration capabilities for RFID and their associated deployment outcomes

Angeles

2009

International Journal of Information Management

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Section: Physical Flow Integrationmentioning

confidence: 99%

Anticipated IT infrastructure and supply chain integration capabilities for RFID and their associated deployment outcomes

Angeles

2009

International Journal of Information Management

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“…As a response to Mishra and Raghunathan's (2004) work, Kim (2008) neglected that a retailer takes advantage of brand competition under a VMI system by increasing its profits. Kim's (2008) research shows that the retailer might lose rather than increase his profits when adopting a VMI system, if the retailer deals with high profit margins and low holding costs.…”

Section: K Govindanmentioning

confidence: 99%

Vendor-managed inventory: a review based on dimensions

Govindan

2013

International Journal of Production Research

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Vendor-managed inventory (VMI) represents the methodology through which the upstream stage of a supply chain (vendor) takes responsibility for managing the inventories at the downstream stage (customer) based on previously agreed limits. VMI is another method by which supply chains can be managed, and, owing to centralised decisionmaking and constant information sharing, the benefits are much higher than in traditional supply chain case. However, there exists a lack of research that identifies the dimensions of VMI, benefits of VMI, methods, and levels used in the VMI environment. The focus of this paper is to explore the existing literature on VMI, to categorise it according to the criteria evaluated, and to present a systematic review. In this study, we have classified the review into three categories such as dimension-based, methodology-based, and level-based. From the thorough literature review, we have identified six dimensions of VMI: namely, inventory, transportation, manufacturing, general benefits, coordination/collaboration, and information sharing. In addition, there are, three methodological classifications: modelling, simulation, and case studies. Finally, we will consider the level-based classification. Based on the review, several recommendations that improve the performance of VMI are presented.

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“…On the other hand, whether VMI has more advantages than the traditional arrangement is also a concern for many companies and researchers. Mishra and Raghunathan (2004), Kim (2008) explore whether retailers may benefit from brand competition among manufacturers under traditional retailer-managed inventory (RMI) and VMI arrangements. Under traditional RMI and VMI arrangements, Chen and Wei (2012) investigate how to achieve the channel coordination of a vertically decentralised supply chain through contracts.…”

Section: On Vmi Arrangementmentioning

confidence: 99%

The role of spot market in a decentralised supply chain under random yield

Yin

Guan

2013

International Journal of Production Research

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We consider a decentralised supply chain with demand uncertainty, wherein a manufacturer sells a single product that consists of two components to the end consumer through an independent distributor. Assume that one component has a random yield, the manufacturer may rely on the spot market to replenish any shortage components after the random yield is realised. We identify the optimal product order, component production and replenishment decisions under two different situations. One is the traditional arrangement that the distributor decides the product procurement quantity and the manufacturer chooses the production quantity. The other is vendor-managed inventory (VMI) arrangement in which the manufacturer is responsible for both the order and the production decisions. The results show that the role of spot market can effectively offset the negative effects from production yield's, market demand's and component spot price's variances. Consequently, the spot market leads to the cooperation between the manufacturer and the distributor, and improves the channel's overall performance, in particular under the VMI arrangement when the wholesale price is sufficiently high.

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Research Note—Revisiting “Retailer- vs. Vendor-Managed Inventory and Brand Competition”

Cited by 20 publications

References 1 publication

Anticipated IT infrastructure and supply chain integration capabilities for RFID and their associated deployment outcomes

Anticipated IT infrastructure and supply chain integration capabilities for RFID and their associated deployment outcomes

Vendor-managed inventory: a review based on dimensions

The role of spot market in a decentralised supply chain under random yield

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