Coordination of supply chain with a revenue-sharing contract under demand disruptions when retailers compete

Zhang, Weiguo; Fu, Junhui; Li, Hongyi; Xu, Weijun

doi:10.1016/j.ijpe.2012.03.001

Cited by 124 publications

(58 citation statements)

References 19 publications

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“…The collaboration between the two channels will become a necessary condition for the dual-channel supply chain to maintain stable operation. By considering the supply chain of one supplier and two competing retailers, Zhang et al [16] considered using a revenue-sharing contract when demand disturbances occur. Xiao et al [17] analyzed the coordination of multiple retailers competing in the supply chain during demand disturbance.…”

Section: Introductionmentioning

confidence: 99%

Decision on risk-averse dual-channel supply chain under demand disruption

Yan

Jin

Liu

et al. 2018

Communications in Nonlinear Science and Numerical Simulation

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Abstract:We studied dual-channel supply chains using centralized and decentralized decision-making models. We also conducted a comparative analysis of the decisions before and after demand disruption. The study shows that the amount of change in decision-making is a linear function of the amount of demand disruption, and it is independent of the risk-averse coefficient. The optimal sales volume decision of the disturbing supply chain is related to market share and demand disruption in the decentralized decision-making model.The optimal decision is only influenced by demand disruption in the centralized decision-making model. The stability of the sales volume of the two models is related to market share and demand disruption. The optimal system production of the two models shows robustness, but their stable internals are different.

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Section: Introductionmentioning

confidence: 99%

Decision on risk-averse dual-channel supply chain under demand disruption

Yan

Jin

Liu

et al. 2018

Communications in Nonlinear Science and Numerical Simulation

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“…Clausen et al (2001) first applies the concept of disruption management to airline operations. Later, a number of papers in the field of supply chain management try to explore supply chain coordination schemes under disruptions, such as the wholesale price contract (Lei et al, 2012), quantity discount contract (Qi et al, 2004;Huang et al, 2006;Xu et al, 2006;Xiao et al, 2007;Xiao and Qi, 2008;Cao et al, 2013), buy-back contract (Hou et al, 2010), pricesubsidy rate contract (Xiao et al, 2005), revenue-sharing contract (Zhang et al, 2012). In addition to the above studies, Xiao and Yu (2006) investigate evolutionarily stable strategies of retailers and examine the effects of the demand and raw material supply disruptions on the retailers' strategies.…”

Section: Introductionmentioning

confidence: 99%

Supply chain performance under pull or push contracts in the presence of a market disruption

Wang

Fang

Liang

2016

Int Trans Operational Res

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Recently, market disruptions are more prone to emerging in supply chains. To investigate the impact of such a phenomenon on the performance of supply chain members and the entire supply chain, we consider a two-tier supply chain that consists of one manufacturer (he) and one retailer (she). The retailer orders products from the manufacturer and then sells them to a market in the presence of a potential market disruption caused by a random event. According to the timing of the retailer's order, we study two types of wholesale price contracts, that is, the pull contract (the retailer orders only during the selling season and the manufacturer bears the full inventory risk) and the push contract (the retailer only orders before the selling season starts and bears the full inventory risk). We derive the equilibrium wholesale prices, retail prices, production quantities, order quantities, and corresponding profits under each contract, respectively. By making a comparison between these two types of contracts, we find that when the potential market disruption is severe, the pull contract performs better than the push contract for the supply chain, while the push contract is more attractive for the supply chain when the potential market disruption is relatively mild. Moreover, the manufacturer always prefers the push contract, and the retailer always prefers the pull contract. We also show that the pull or push contract with revenue sharing can still coordinate the supply chain with the potential market disruption.

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“…Krishnan and Winter 17 studied the coordinating role of RS contract with two competing retailers. Zhang et al 18 studied the RS contract in a supply chain consisting of two competing retailers with demand disruption. Recently, Chakraborty et al 19 studied the RS mechanisms with two competing manufacturers and one retailer under a linear stochastic demand.…”

Section: Introductionmentioning

confidence: 99%

Revenue Sharing Contract in a Multi-Echelon Supply Chain with Fuzzy Demand and Asymmetric Information

Sang¹

2016

IJCIS

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In this paper, we consider the revenue sharing contract between supply chain actors in a multi-echelon supply chain, where the demand of the customers and retail price are fuzzy variables. The centralized decision making system and a coordinating contract, namely, the revenue sharing contract with fuzzy demand and asymmetric information are proposed. To derive the optimal solutions, the fuzzy set theory is applied for solving these models. Finally, the optimal results of proposed models are illustrated with three numerical experiments. The effects of the fuzziness of retail price and demand, different contract parameters on the optimal strategies for supply chain actors are also analyzed.

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Coordination of supply chain with a revenue-sharing contract under demand disruptions when retailers compete

Cited by 124 publications

References 19 publications

Decision on risk-averse dual-channel supply chain under demand disruption

Decision on risk-averse dual-channel supply chain under demand disruption

Supply chain performance under pull or push contracts in the presence of a market disruption

Revenue Sharing Contract in a Multi-Echelon Supply Chain with Fuzzy Demand and Asymmetric Information

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