Inventory availability commitment under uncertainty in a dropshipping supply chain

Kim, Nayeon; Montreuil, Benoît; Klibi, Walid

doi:10.1016/j.ejor.2022.02.007

Cited by 5 publications

(5 citation statements)

References 56 publications

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“…Avinadav and Shamir [1] distinguish demand information between retailer and manufacturer in the form of prior probability, and analyze whether retailer would conceal private information from manufacturer if the retailer has more accurate demand information. Kim et al [24] examine how e-tailer address inventory availability commitment (IAC) of direct carrier in the decision-making of operation with demand information asymmetry. Ebrahim-Khanjari et al [12] examine retailer's incomplete trust in salesperson recommendations.…”

Section: Literature Reviewmentioning

confidence: 99%

Optimization of supply and demand matching in supply chain coupling mechanism

Liu,

Hong,

et al. 2024

RAIRO-Oper. Res.

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The mismatch between supply and demand caused by asymmetry of market information has long been an issue. This paper studies a two-tier supply chain model consisting of automaker and chip suppliers with unstable supply and fluctuating prices. First, an analysis is conducted on how the manufacturer's order strategy is affected by the supplier's wholesale price and reliability when the supplier dominates the market. Then a set of supply chain coupling mechanisms is designed to analyze its feasibility in solving the supply shortage issue. Finally, the coupling coefficient is solved to maximize the revenue of the supply chain. Theoretical analysis results show that there is a threshold point for the supplier’s effort cost coefficient, and when the effort cost coefficient exceeds the threshold point, the supply is no longer stable, and it triggers a sharp increase in supply price. This threshold point is affected by the supplier’s production cost, manufacturer’s order quantity, and asymmetry of demand information. According to simulation studies, there is always a supply chain coupling coefficient that optimizes the total benefit of the supply chain. In this coupling coefficient, the supplier’s reliability and the manufacturer’s order quantity reach the maximum. Finally, compared with vertical integration, a coupling mechanism is more advantageous in coordinating the supply chain in the field of high-end chips.

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Section: Literature Reviewmentioning

confidence: 99%

Optimization of supply and demand matching in supply chain coupling mechanism

Liu,

Hong,

et al. 2024

RAIRO-Oper. Res.

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“…Finally, the fulfillment of the promise to the customer, the customer value proposition (CVP) is a strategic tool that companies use to communicate how they aim to deliver value to their customers as one of the most widely used terms in business (Payne, Frow and Eggert, 2017;Hao, Liu & Goh, 2021). The concept of a quality-expanding CVP company should include listening to the customer, a just-in-time supply chain, full participation in the company products that satisfy the quality of the customer expectations finally meeting the promise of delivery to the customer (Becerra-Fernández, Herrera, Trejos, & Romero, 2021, Kim, Montreuil & Klibi, 2022. Hamadamin & Singh (2019) found that most respondents believe that marketing strategies to deliver on promises are key to the success of all companies and an important tool for increasing customer satisfaction (Kim, Montreuil & Klibi, 2022).…”

Section: Marketing Managementmentioning

confidence: 99%

“…The concept of a quality-expanding CVP company should include listening to the customer, a just-in-time supply chain, full participation in the company products that satisfy the quality of the customer expectations finally meeting the promise of delivery to the customer (Becerra-Fernández, Herrera, Trejos, & Romero, 2021, Kim, Montreuil & Klibi, 2022. Hamadamin & Singh (2019) found that most respondents believe that marketing strategies to deliver on promises are key to the success of all companies and an important tool for increasing customer satisfaction (Kim, Montreuil & Klibi, 2022).…”

Section: Marketing Managementmentioning

confidence: 99%

“…Financial Management: Lean concepts have proven their effectiveness in improving the operational performance of companies, and lean programs can improve financial performance indicators. A bundle of JIT and TQM lean practices is recommended as the best enabler of financial performance in terms of sales and profitability, manufacturing and the operational and financial performance of the company (Kim, Montreuil & Klibi, 2022, (Dieste, Panizzolo & Garza-Reyes, 2021. Lean bundles (just-in-time, total quality management, and human resource management practices) and manufacturing servitization have independent and complementary effects on sustainable performance (Hao Liu & Goh, 2021).…”

Section: Lean Kaizen Randdmentioning

confidence: 99%

“…The Customer Value Proposition (CVP) is a company's strategic tool to communicate value to its customers. (Payne, Frow and Eggert, 2017); (Hao, Liu & Goh, 2021), (Becerra-Fernández, Herrera, Trejos & Romero, 2021); (Kim, Montreuil & Klibi, 2022)…”

Section: Fulfill Promisementioning

confidence: 99%

See 2 more Smart Citations

Key Factors to Increasing Free Cash Flow for Manufacturers Utilizing Lean Production: An AHP-DEMATEL Approach

Kang

Lin²,

Ho³

2022

IMBR

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This paper aims to apply AHP and DEMATEL to analyze the key factors and interrelationships of lean production to increase free cash flow for manufacturers. The AHP hierarchy was determined through literature and interviews with leading management experts. The assessment criteria were categorized into five major criteria and 15 sub-criteria, including production, sales, human resources, R&D, and finance. According to the AHP results, the first eight key factors were identified as the key factors to increasing cash flow for manufacturers who utilized lean production. DEMATEL was used to identify the interactions among the eight key factors and further identify the four more important ones. The four key factors are strategic planning, strategic deployment, leadership, and goal orientation. This paper proposes management implications and improvement suggestions for the four key factors and their interactions.

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