Decision-making of closed-loop supply chain under Corporate Social Responsibility and fairness concerns

Wang, Yuyan; Su, Mei; Shen, Liang; Tang, Rongyun

doi:10.1016/j.jclepro.2020.125373

Cited by 70 publications

(58 citation statements)

References 63 publications

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“…Liu and Xiao [31] studied the CSR preferences of manufacturer and consumers and the impact of green consumers on CLSC reverse channel structure selection, new product pricing, and recovery ratios. Wang et al [53] studied the interaction between manufacturer's CSR behavior and retailer's fairness concern behavior, as well as their impact on CLSC performance and government subsidy efficiency.…”

Section: Csr and Sustainable Supply Chainmentioning

confidence: 99%

Manufacturer’s cooperation strategy of closed-loop supply chain considering corporate social responsibility

2021

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Corporate social responsibility (CSR) has become a popular and important strategy for corporate operation and sustainable development. Meanwhile, many social or environmental incidents that occur in one enterprise could bring huge risk or disruption for the entire supply chain. This study discusses the manufacturer’s cooperation strategy of closed-loop supply chain (CLSC) composed of a dominant manufacturer with CSR behavior consciousness, a retailer with CSR investment, and a third-party recycler. In the CSR-CLSC, the manufacturer exhibits CSR behavior consciousness through considering stakeholders welfare, the retailer makes CSR investment through profit donation and the third-party recycler exhibits CSR activity through product recycling. And under the Stackelberg Game setting, we formulate four different decision-making models to investigate the interaction between manufacturer’s CSR behavior consciousness and retailer’s CSR investment, as well as their impact on the manufacturer’s cooperative strategy selection and CLSC operation. The results show that both the CSR behavior consciousness of manufacturer and CSR investment of retailer are conducive to reducing the wholesale price of new products, enhancing the recycling rate of waste products and improving the performance of CSR-CLSC members, and both of them have the function of mutual incentives. The vertical cooperation strategy of manufacturer is conducive to increasing the overall performance of CSR-CLSC, and compared with the cooperation with the third-party recycler, the manufacturer has stronger motivation to cooperate with the retailer, and it is also more beneficial to improving the CSR investment level, the waste product recycling rate, and the performance of CSR-CLSC members.

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Section: Csr and Sustainable Supply Chainmentioning

confidence: 99%

Manufacturer’s cooperation strategy of closed-loop supply chain considering corporate social responsibility

2021

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“…Since SS strategy is always implemented by offline retailers, we will analyze the impact of consumer return on the operation efficiency of the supply chain and consumer surplus in models R, D, and N. We first have the impact of consumer return on the supply chain's profit under different channel power structure, which is shown in Figure 6(a). Following Panda et al [59], Liu et al [60], Wang et al [61], and Shi et al [62], consumer surplus for products in a dualchannel supply chain can be calculated as CS �…”

Section: E Effect Of Consumer Return On the Optimal Resultsmentioning

confidence: 99%

Optimal Showroom Service Strategy and Power Structure for Retailers considering Consumer Return

Zhang

Chen

et al. 2021

Discrete Dynamics in Nature and Society

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This paper investigates the optimal showroom service strategy and power structure for online and offline retailers considering online consumer return. Combining two service strategies and three competition power structures, six models are constructed to analyze the effects of the showrooming effect and consumer return on retailers’ decisions and consumer surplus. The results show that the SS strategy is the best choice for offline retailers, and it is also an effective way to solve consumer return. Online retailers are suggested to cooperate with offline retailers to implement SS strategy and enhance the showrooming effect. Under the SS strategy, the offline-led power structure is the best choice for online retailers, but the online-led power structure is optimal for offline retailers. We also find that the supply chain and consumers are more likely to implement SS strategy and offline-led power structure. More importantly, we pinpoint that there is no incentive for retailers to implement the Nash power structure. Therefore, it is recommended to revitalize the real economy of offline retailers and implement the strategy SS effectively.

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“…The relevant parameters are as follows, among which demand parameters: ε = 18, θ = 1, µ = 0.5, p = 6; cost parameters: f 1 = 0.5, f 2 = 0.3; technical advanced parameters: δ = 0.2, I(0) = I0 = 1.8, β 1 = 0.4, β 2 = 0.3, discount rate: ρ = 0.23; the fixed costs E PG = 1; the marginal profit under the without cost-sharing contract is set to π TS = 0.6, π PG = 0.8. The above parameters were selected based on references [62][63][64].…”

Section: Simulations and Sensitivity Analysismentioning

confidence: 99%

Dynamic Differential Game Strategy of the Energy Big Data Ecosystem Considering Technological Innovation

et al. 2022

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This study discusses how to create strategic value through energy big data and how to promote stakeholder interaction mechanisms in the evolution of the energy big data ecosystem. We use differential game methods to study the interaction between one power grid enterprise (PG) and one technology supplier (TS) under three different cost-sharing contracts: without cost-sharing contract, cost-sharing contract, and two-way subsidy contract. The effectiveness of the dynamic equilibrium strategies under different contracts is verified via numerical simulations. The results show that under the centralized decision scenario, the technological innovation investment, the degree of technological advancement of PG and TS, and the total profit of the supply chain system are superior to the decentralized decision scenario. The extent of TS technology innovation investment depends on the share rate of PG. Technology innovation investment and the profits of energy big data service supply chain stakeholders will increase with the sensitivity coefficient of technological advancement. Compared with contracts without cost-sharing and with cost-sharing, the two-way subsidy contract can provide the Pareto optimal solution for the investment trajectory of technological innovation and long-term profits. Theoretically, this study reveals a new perspective in the research on the relationship between power grid enterprises and technology suppliers under dynamic technology innovation. In practice, this study facilitates power grid enterprises and technology suppliers to form a closer cooperative relationship in the energy big data ecosystem. More importantly, it is helpful for power grid enterprises to make optimal transaction decisions at different stages of energy big data ecosystem evolution.

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Decision-making of closed-loop supply chain under Corporate Social Responsibility and fairness concerns

Cited by 70 publications

References 63 publications

Manufacturer’s cooperation strategy of closed-loop supply chain considering corporate social responsibility

Manufacturer’s cooperation strategy of closed-loop supply chain considering corporate social responsibility

Optimal Showroom Service Strategy and Power Structure for Retailers considering Consumer Return

Dynamic Differential Game Strategy of the Energy Big Data Ecosystem Considering Technological Innovation

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