Virtual transshipments and revenue-sharing contracts in supply chain management

This dissertation presents the use of virtual transshipments and revenue-sharing contracts for inventory control in a small scale supply chain. The main objective is to maximize the total profit in a centralized supply chain or maximize the supply chain\u27s profit while keeping the individual components\u27 incentives in a decentralized supply chain. First, a centralized supply chain with two capacitated manufacturing plants situated in two distinct geographical regions is considered. Normally, demand in each region is mostly satisfied by the local plant. However, if the local plant is understocked while the remote one is overstocked, some of the newly generated demand can be assigned to be served by the more remote plant. The sources of the above virtual lateral transshipments, unlike the ones involved in real lateral transshipments, do not need to have nonnegative inventory levels throughout the transshipment process. Besides the theoretical analysis for this centralized supply chain, a computational study is conducted in detail to illustrate the ability of virtual lateral transshipments to reduce the total cost. The impacts of the parameters (unit holding cost, production cost, goodwill cost, etc.) on the cost savings that can be achieved by using the transshipment option are also assessed. Then, a supply chain with one supplier and one retailer is considered where a revenue-sharing contract is adopted. In this revenue-sharing contract, the retailer may obtain the product from the supplier at a less-than-production-cost price, but in exchange, the retailer must share the revenue with the supplier at a pre-set revenuesharing rate. The objective is to maximize the overall supply chain\u27s total profit while upholding the individual components\u27 incentives. A two-stage Stackelberg game is used for the analysis. In this game, one player is the leader and the other one is the follower. The analysis reveals that the party who keeps more than half of the revenue should also be the leader of the Stackelberg game. Furthermore, the adoption of a revenue-sharing contract in a supply chain with two suppliers and one retailer under a limited amount of available funds is analyzed. Using the revenue-sharing contract, the retailer pays a transfer cost rate of the production cost per unit when he obtains the items from the suppliers, and shares the revenue with the suppliers at a pre-set revenue-sharing rate. The two suppliers have different transfer cost rates and revenue-sharing rates. The retailer will earn more profit per unit with a higher transfer cost rate. How the retailer orders items from the two suppliers to maximize his expected profit under limited available funds is analyzed next. Conditions are shown under which the optimal way the retailer orders items from the two suppliers exists

Optimal pricing strategy in a competitive retailing setting

vii, 96 leaves : illustrations (some colour) ; 29 cmIncludes abstract and appendix.Includes bibliographical references (leaves 94-96).This thesis is interested in the conditions for retailers who request financial assistance from the bank. The bank evaluates the payoff ability of the retailers based on the marketing influence and the leadership status. To examine the impact of these two measurements on the bank`s decision, the problem is modeled using three different games: 1) Supplier Stackelberg; 2) Retailer Stackelberg; 3) Nash equilibrium. Based on the optimal solutions, I conduct sensitivity analyses and use empirical evidence to illustrate the impacts on prices, demands, and profits of the retailer and the supplier, as well as on the bank`s revenue and the retailer`s financing cost. Results show that as more effort the retailer puts on promoting its marketing influence, its profit first increases and then decreases. However, the financing cost keeps increasing. Besides, when the retailer is the supply chain leader, it gains a high profit and a low financing cost

Warehousing and Inventory Management in Dual Channel and Global Supply Chains

More firms are adopting the dual-channel supply chain business model where firms offer their products to customers using dual-channel sales (to offer the item to customers online and offline). The development periods of innovative products have been shortened, especially for high-tech companies, which leads to products with short life cycles. This means that companies need to put their new products on the market as soon as possible. The dual-channel supply chain is a perfect tool to increase the customer’s awareness of new products and to keep customers’ loyalty; firms can offer new products online to the customer faster compared to the traditional retail sales channel. The emergence of dual-channel firms was mainly driven by the expansion in internet use and the advances in information and manufacturing technologies. No existing research has examined inventory strategies, warehouse structure, operations, and capacity in a dual-channel context. Additionally, firms are in need to integrate their global suppliers base; where the lower parts costs compensate for the much higher procurement and cross-border costs; in their supply chain operations. The most common method used to integrate the global supplier base is the use of cross-dock, also known as Third Party Logistic (3PL). This study is motivated by real-world problem, no existing research has considered the optimization of cross-dock operations in terms of dock assignment, storage locations, inventory strategies, and lead time uncertainty in the context of a cross-docking system. In this dissertation, we first study the dual-channel warehouse in the dual-channel supply chain. One of the challenges in running the dual-channel warehouse is how to organize the warehouse and manage inventory to fulfill both online and offline (retailer) orders, where the orders from different channels have different features. A model for a dual-channel warehouse in a dual-channel supply chain is proposed, and a solution approach is developed in the case of deterministic and stochastic lead times. Ending up with numerical examples to highlight the model’s validity and its usefulness as a decision support tool. Second, we extend the first problem to include the global supplier and the cross-border time. The impact of global suppliers and the effect of the cross-border time on the dual-channel warehouse are studied. A cross-border dual-channel warehouse model in a dual-channel supply chain context is proposed. In addition to demand and lead time uncertainty, the cross-border time is included as stochastic parameter. Numerical results and managerial insights are also presented for this problem. Third, motivated by a real-world cross-dock problem, we perform a study at one of the big 3 automotive companies in the USA. The company faces the challenges of optimizing their operations and managing the items in the 3PL when introducing new products. Thus, we investigate a dock assignment problem that considers the dock capacity and storage space and a cross-dock layout. We propose an integrated model to combine the cross-dock assignment problem with cross-dock layout problem so that cross-dock operations can be coordinated effectively. In addition to lead time uncertainty, the cross-border time is included as stochastic parameter. Real case study and numerical results and managerial insights are also presented for this problem highlighting the cross-border effect. Solution methodologies, managerial insights, numerical analysis as well as conclusions and potential future study topics are also provided in this dissertation

After-Sales Service Contracting for Excellence in Life-Cycle Cost Management: Numerical Experiments and Systematic Review of Analytical Models

This research adds to the literature and provides insight to practice via three essays that increase understanding about the applications and consequences of the two new approaches to the after-sales service governance: warranty contract and performance-based contracts. First, we attempted to enhance our knowledge of the modeling of the after-sales service process. In the first essay, the research papers with analytical models of after-sales services to present current trends, issues, and future research directions in the literature are classified. In the second essay, the effect of the warranty contract on the supplier's product quality improvement efforts in the context of capital goods is examined. Three sets of optimization models reveal that the existence of a warranty improves product quality. In the third essay, the performance-based contract is examined in the context of the warranty contract. The numerical experimentations conducted demonstrate that the performance-based contract is superior to the warranty contract in terms of the supplier's product quality efforts and the customer's total cost of after-sales services. The alignment of incentives based on the product performance tackles the issues presented in the traditional after-sales service contracting. Collectively, the three studies presented in this research expand our understanding of after-sales service contracts. Thus, the research presents managerial implications and adds to the existing body of knowledge in after-sales service research

Strategic sourcing in a direct import supply chain with increasing globalization trends while mitigating risk

Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; and, (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; in conjunction with the Leaders for Global Operations Program at MIT, 2013.Cataloged from PDF version of thesis.Includes bibliographical references (p. 80-82).This thesis explores how a retailer should determine whether to source goods domestically vs. directly by imports through international sourcing. Through the research a landed cost model was developed and designed to calculate the total landed cost of items that were shipped from overseas locations into the US. The landed cost model is different from typical models in that it integrates the physical size of the item to be imported into the total landed cost considerations. With the landed cost estimates at SKU level, the decision of whether to import or to source domestically is derived. What attributes make better import candidates over others given that a landed cost calculator outputs "yes" to import? What are some of the risks? In addition to creating a landed cost calculator, the research presents approaches around these questions. The characteristics of good import candidates are analyzed through evaluating the variables that contribute to total landed cost. Basker and Van (2008) present theories that examine the two way relationship between the size of a dominant retailer and the imports of consumer goods. They conclude that a chain needs to reach a threshold size before it begins to import. Benchmark studies of import giants like Wal-Mart are presented in this paper to understand how a longer history in the retail sector along with a robust IT infrastructure gives a company an advantage in importing retail goods. The results of this research can help retail companies with new and small import programs understand the variables that are needed to calculate total landed costs with the consideration of container utilization. Additionally it will help the retailer to decide on the best items to import in a smaller program until they can acquire economies of scale through higher import quantities. Ordering methods such as the Periodic Order Quantity Method (POQ) for fixed order periods with variable demand and Newsvendor models for advance ordering are also addressed. The results show that given several import items of varying sizes, there is an optimum region of importing which relates to COGS, size, inventory holding cost, delta of domestic to imports COGS, demand and other costs. The retailer can find this optimum region by applying analytical techniques to evaluate the candidates that are under consideration for importing. In addition to these findings, the organizational and infrastructural needs of a small imports program are addressed. The research also ties in globalization of the retail industry and the world market economy into shifts in the retailer's decisions.by Sophia E. Scipio.M.B.A.S.M

Demand Management in E-Fulfillment

Internet retailers are in a unique position to adjust, in real-time, the product and service offering to the customer and to change the corresponding prices. Although this flexibility provides a vast potential for demand management to enhance profitability, standard practices and models to support the decision makers are lacking as of to date. This thesis aims to contribute to closing this gap by systematically investigating demand management approaches in e-fulfillment. We identify relevant novel planning issues through an in-depth case study at a Dutch e-grocer. We focus particularly on attended home delivery, where the Internet retailer applies delivery time slots to coordinate the reception of the purchased goods with the customer. The main levers to manage customer demand in such an environment are the offered time slots and the corresponding delivery fees. The Internet retailer may apply both of these options, slotting and pricing, at different moments in the sales process, either off-line prior to the actual order in-take or real-time as demand unfolds. The thesis presents several decision-support models for time slot management, both forecast-based and in real-time. The computational studies on real-life data demonstrate the viability and the merits of these methods. The results show that a more dynamic and differentiated demand management approach can lead to considerable cost savings and revenue gains

An analysis of physical distribution service quality in the online retail market

Abstract unavailable please refer to PD

Architecting Fail-Safe Supply Chains / Networks

Disruptions are large-scale stochastic events that rarely happen but have a major effect on supply networks’ topology. Some examples include: air traffic being suspended due to weather or terrorism, labor unions strike, sanctions imposed or lifted, company mergers, etc. Variations are small-scale stochastic events that frequently happen but only have a trivial effect on the efficiency of flow planning in supply networks. Some examples include: fluctuations in market demands (e.g. demand is always stochastic in competitive markets) and performance of production facilities (e.g. there is not any perfect production system in reality). A fail-safe supply network is one that mitigates the impact of variations and disruptions and provides an acceptable level of service. This is achieved by keeping connectivity in its topology against disruptions (structurally fail-safe) and coordinating the flow through the facilities against variations (operationally fail-safe). In this talk, I will show that to have a structurally fail-safe supply network, its topology should be robust against disruptions by positioning mitigation strategies and be resilient in executing these strategies. Considering “Flexibility” as a risk mitigation strategy, I answer the question “What are the best flexibility levels and flexibility speeds for facilities in structurally fail-safe supply networks?” Also, I will show that to have an operationally fail-safe supply network, its flow dynamics should be reliable against demand- and supply-side variations. In the presence of these variations, I answer the question “What is the most profitable flow dynamics throughout a supply network that is reliable against variations?” The method is verified using data from an engine maker. Findings include: i) there is a tradeoff between robustness and resilience in profit-based supply networks; ii) this tradeoff is more stable in larger supply networks with higher product supply quantities; and iii) supply networks with higher reliability in their flow planning require more flexibilities to be robust. Finally, I will touch upon possible extensions of the work into non-profit relief networks for disaster management