Multi-sourcing and information sharing under competition and supply uncertainty

Wu, Junjian; Wang, Haiyan; Shang, Jennifer

doi:10.1016/j.ejor.2019.04.039

Cited by 57 publications

(28 citation statements)

References 54 publications

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“…To guarantee the timely and adequate supply of vaccines, Shamsi G. et al (2018) adopt an SIR model to establish a contract for sourcing from one main supplier and one backup supplier. Wu et al (2019) also indicate that the vaccine supply usually uses a multisourcing strategy to address supply uncertainty. Arifoglu and Tang (2020) consider an influenza vaccine supply chain in which both the yield and individual infection cost are uncertain.…”

Section: Literature Reviewmentioning

confidence: 99%

Implications of government subsidy on the vaccine product R&D when the buyer is risk averse

Xie

Hou

Han

2021

Transportation Research Part E: Logistics and Transportation Re

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Section: Literature Reviewmentioning

confidence: 99%

Implications of government subsidy on the vaccine product R&D when the buyer is risk averse

Xie

Hou

Han

2021

Transportation Research Part E: Logistics and Transportation Re

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“…Huang et al (2018) investigate a retailer's incentive for sharing private demand information with a supplier who may encroach the retail channel by Silk Road Economic Belt countries imposing a fixed entry cost. Wu et al (2019) study multi-sourcing and vertical information sharing in a supply chain, consisting of multiple suppliers with correlated supply uncertainty and two competing retailers with demand signal. Yu and Cao (2019) analyze different information-sharing formats under cap-and-trade regulation among a supply chain comprised of one manufacturer, one incumbent retailer with private demand information and an uninformed entrant retailer.…”

Section: Literature Reviewmentioning

confidence: 99%

Trust-based cooperation in Silk Road Economic Belt countries: strategical ordering in the assembly supply chain

Yue

Chen

et al. 2020

IJLM

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PurposeThis paper's purpose is to suggest that manufacturers strategically place soft orders for assembly materials with suppliers in Silk Road Economic Belt countries who probably doubt the realization of the soft orders placed.Design/methodology/approachFirst, a two-stage Stackelberg competition is constructed, taking into account the supplier's trust level in formulating the decision process in the assembly supply chain. The authors then provide a buyback contract to coordinate the supply chain, in which the manufacturer obtains enough supplies by sharing some of the perceived risks of not fully trusted suppliers. Furthermore, the authors conduct a numerical study to investigate the influence of trust under a decentralized case and a buyback contract.FindingsThe authors found that all supply chain partners in Silk Road Economic Belt countries experience potential losses due to not fully trusting certain conditions. The study also shows that, in Silk Road Economic Belt countries, operating under a buyback contract is better than being without one in terms of assembly supply chain performance.Research limitations/implicationsOn the one hand, the authors only consider the asymmetry of demand information without considering that of cost structure information. On the other hand, a natural extension of the paper is to integrate single-period transactions into the multi-period transaction problem setting. As all these issues require substantial effort, the authors reserve them for future exploration.Originality/valueDoing business with not-fully-trustworthy partners in Silk Road Economic Belt countries is risky, and this study reveals how trust works in global cooperation and with strategic reactions in situations of partial trust.

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“…Such distortion obviously takes a toll on supply chain performance. To alleviate the impact of information distortion, one critical initiative that has been widely adopted is information sharing between partners of a supply chain (Giloni et al, 2014;Wu et al, 2019;Yu and Cao, 2019;Lei et al, 2020;Pu et al, 2020;Tai et al, 2022;Qiu et al, 2022;Zhao et al, 2022). For instance, the collaboration between Walmart and Procter & Gamble (P&G) are facilitated by the establishment of a data exchange system (Grean and Shaw, 2002).…”

Section: Introductionmentioning

confidence: 99%

Strategic information sharing in supply chain with value-perceived consumers

Tai

Anderson

Duc

et al. 2022

IMDS

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PurposeInformation sharing is one of essential collaboration methods for building effective system-level disruption responses and communication for supply chain resilience. However, supply chain members are often reluctant to share the members' business information for fear of losing competitiveness. To facilitate the cooperation among these members, the supply chain members' should be made aware of the value of information. As a result, the purpose of this paper is to quantify the benefit of information sharing and evaluate its magnitude under various factors.Design/methodology/approachIn this paper, information sharing is measured in a two-stage supply chain containing a manufacturer and a retailer. A demand function is constructed as a linear combination of a first-order autoregressive [AR(1)] process, the retail and reference prices. The values of information sharing are quantified for four scenarios: (1) no information sharing, (2) full information sharing, (3) limited information sharing and (4) partial information sharing. Based on the four scenarios, the conditions for valuable information sharing are determined. In addition, the impact of several demand parameters on the usefulness of information sharing is analyzed.FindingsWhen the demand function is a pure AR(1) process (i.e. there is no impact from the retail and reference prices), information sharing is always valuable regardless of the autoregressive coefficient. Under the influence of the retail price and consumer behavior via the reference price, information sharing is not always beneficial. The boundaries for useful information sharing are analytically constructed. In addition to full information sharing, this study also quantifies the value of information under a partial sharing scheme. The results indicate that the information is more valuable as long as the information is inducible.Originality/valueThis study highlights several specific conditions for a beneficial information sharing agreement in consideration of consumer behaviors. These conditions enable supply chain members to design a sustainable partnership.

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Multi-sourcing and information sharing under competition and supply uncertainty

Cited by 57 publications

References 54 publications

Implications of government subsidy on the vaccine product R&D when the buyer is risk averse

Implications of government subsidy on the vaccine product R&D when the buyer is risk averse

Trust-based cooperation in Silk Road Economic Belt countries: strategical ordering in the assembly supply chain

Strategic information sharing in supply chain with value-perceived consumers

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