Mergers and Acquisitions in Blood Banking Systems: A Supply Chain Network Approach

Blood banking systems in the United States over the past decade have been faced with a volatile demand for blood, specifically, a decrease in demand for red blood cells, for a variety of reasons. This change in the blood supply chain landscape, accompanied by an increasing emphasis on cost efficiency, is a driver of Mergers & Acquisitions between blood banks. In this paper, we first present supply chain network optimization pre- and post-merger models. The models handle perishability of the life-saving product of blood, include both operational and discarding costs of waste, capture the uncertainty associated with the demand points, as well as the expected total blood supply shortage cost and the total discarding cost at demand points. They also incorporate capacities on the links. Their solution yields the optimal path and link flows plus the frequencies of activities associated with blood collection, shipment, testing and processing, storage, and distribution, and incurred total costs. We provide a cost efficiency (synergy) measure associated with a merger or acquisition in the blood banking industry, as well as measures capturing the expected supply shortage and surplus. The methodological framework and its applicability are then illustrated via a large-scale blood supply chain network example inspired by a pending merger in the real-world in both status quo and disaster scenarios

Strategic Capacity Planning Problems in Revenue‐Sharing Joint Ventures

Peer Reviewedhttps://deepblue.lib.umich.edu/bitstream/2027.42/154244/1/poms13128_am.pdfhttps://deepblue.lib.umich.edu/bitstream/2027.42/154244/2/poms13128.pd

Retailers' horizontal merger decision-making in dual-channel supply chain of product differentiation

针对产品差异化双渠道供应链,构建传统零售商横向并购模型,对并购决策进行分析.结果表明:若要使得并购后的利益大于并购前,各方对协同的要求由低到高分; 别是传统零售商、社会总福利、制造商、消费者剩余;达到一定水平的正协同效应时,并购有利于缓解渠道冲突,并使各方受益;传统渠道之间产品差异化程度的提; 高和电子渠道市场份额的增长有利于制造商、消费者和社会总福利从并购中获利,反之则有利于传统零售商在并购中获利.This study aims to establish a model of traditional retailers'; horizontal merger based on the dual-channel supply chain of product; differentiation, and analyze the decision of merger. The study shows; that if the profit is bigger after merging, the threshold of synergy; from lower to higher level is traditional retailers, social welfare,; manufacturer and consumer surplus. When the synergy reaches a certain; positive threshold, the merger will help to ease the channel conflict; and benefit all parties. The increase in the degree of product; differentiation between traditional channels and the growth in the; market share of electronic channels are beneficial for manufacturers,; consumers and social welfare to make a profit from the merger. On the; contrary condition, it will benefit the traditional retailers.国家自然科学基金项

Supply chains and antitrust governance

Antitrust regulations are meant to promote fair competition in the market, but balancing administrative and legal costs with enforcement can be difficult when multilayered supply chains are involved. The canonical example of this challenge is the landmark Illinois Brick ruling, which limits antitrust damages to only the direct purchasers of a product; for instance, consumers can file antitrust claims against colluding retailers but not against colluding manufacturers—only retailers can file claims against manufacturers. This controversial ruling was meant to reduce legal costs, but it can clearly lead to missed enforcement opportunities. In this paper, we demonstrate how the Illinois Brick ruling interacts with contracts adopted in the supply chain, and we show that otherwise equivalent supply chain arrangements can have markedly different effects. In particular, we find that wholesale price, minimum order quantity, revenue sharing, and quantity discount contracts lead retailers to take legal action against manufacturers in the event of collusive behavior. However, the wholesale price plus fixed fee contract structure (also known as a two-part tariff or slotting fee contract) facilitates collusion among the manufacturers with retailers compensated by the fixed fee and not filing the antitrust litigation. We further demonstrate that collusion is more likely under high demand uncertainty and high competition at the retail level but is less likely under high competition at the manufacturer level. Our paper helps public enforcers identify market conditions conducive to antitrust violations

供应链横向并购影响因素研究述评与展望

横向并购作为企业并购的主要类型,使得供应链管理范围扩大,难度加深,关系到战略目标的最终实现。本文梳理近年供应链横向并购的相关文献,在归纳供应链横向并购效应基础上,对供应链横向并购的影响因素进行分析和阐述,并探讨了未来的研究方向和议题。国家自然科学基金项目“基于战略顾客行为的跨渠道设计研究”(71371159);国家自然科学基金项目“基于大数据的全渠道供应链服务创新机制研究”(71571151);; 国家社会科学重点基金项目“中国旅游产业区域集聚绩效研究”(14AGL015)资

A firm-level analysis of the upstream-downstream dichotomy in the oil-stock nexus

In this paper, we query whether the stock prices of nonintegrated firms in the upstream and downstream sectors of the global oil supply chain respond symmetrically to changes in oil prices. This inquiry relates to the “homogenous expectation” assumption among investors and fund managers pertaining to the returns and variances of assets of specialized firms operating in upstream and downstream sectors of the supply chain. Motivated by the Arbitrage Pricing Theory, we formulate a Panel Autoregressive Distributed Lag (PARDL) model, which explains the possible macroeconomic factors in the oil-stock nexus as well as any inherent persistence and heterogeneity effects due to large cross-sections and time. In accordance with the Shin et al. (2014) approach, a Nonlinear Panel ARDL model is also formulated to test for possible asymmetric responses of the nonintegrated oil firms to positive and negative changes in the oil price. Our findings indicate that the stock prices of upstream and downstream firms move in contrasting directions in response to changes in the benchmark crude oil prices in the long-run. Specifically, we show that the stock prices of upstream sector firms increased in response to an increase in oil prices, while the reverse holds for the stock prices of downstream firms. In the short run, returns on the stock of firms in both sectors increase following an increase in oil prices; however, downstream firms’ stock returns decreased in response to negative oil price shocks. The findings further show that both sectors respond differently to episodic changes in market conditions that emanated from the global financial crisis. However, upstream firms show a stronger response to changing market conditions than their downstream counterparts

Blockchain for supply chain traceability and anticounterfeiting: the oracles’ enabling role

Blockchain and physical oracles in the Collectible Industry. Supply chain fairness and bargaining power in agriculture supply chain: the blockchain effect. Unlocking the Blockchain Potentials through Oracles: Empirical Evidences on Supply Chain Challenges and Performance

The impact of horizontal mergers and acquisitions on supply chain management : the case of the industrial maintenance, repair and overhaul distribution sector

A great majority of commercial businesses plan to or, at least, desire to grow and expand their operations, enter new markets, obtain new technologies, and find new customers. These goals can be achieved in an organic way through slow expansion, steady project investment, gradual growth of sales, investment in R&D (research and development), etc. Another way, one that is much quicker and that can offer instantaneous growth, is through mergers with or acquisitions of (M&As) other businesses. If all goes well, M&A deals can reward numerous stakeholders, including institutional and individual shareholders, suppliers, customers as well as employees. Mergers and acquisitions can drive company growth enormously, multiplying turnover just in a matter of years. The rewards are very promising. On the flip side, however, many M&A initiatives either fail or do not deliver initially set objectives, as will be discussed later in the study. In the last two decades, numerous authors have researched the M&A area, often in an attempt to understand barriers to and enablers of successful merger and acquisition deal completion and realisation. These authors have looked into various aspects of the M&A process, including human resource management and customer management, sales channels integration, and have diligently scrutinised the financial and strategic characteristics of M&A deals. Surprisingly, despite the abundance of research and knowledge, the M&A completion success rate has not been improving by any significant measure, yet this has not discouraged organisations from pursuing these, as is now known, high risk growth strategies. In this research the author is looking at supply chains of businesses concerned with the subject of mergers and acquisitions. Organisations may either be conducting an acquisition, or becoming acquired by somebody else, or may be merging with another business. Thorough consideration is given to the pre-acquisition or pre-merger stage of the process, as well as to post-acquisition or post-merger supply chain practices and integration. The author believes that skilful supply chain management, including the integration of merging supply chains, can help to improve the chances of successful M&A deal completion through the enabling of full potential realisation within the shortest possible time. What is more, to date, very limited research has been carried out on the subject, and so there is a direct need for the study