具有两种生产模式的按单定制供应链决策问题研究
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摘要
随着市场上产品的丰富以及人们生活水平的提高,消费者越来越追求个性化的产品,需求变得更加难以预测,这导致一些供应链从备货型模式转向按单定制模式。按单定制供应链是指供应链根据消费者个性化需求提供产品。除了价格之外,提前期也成为影响需求的一个重要因素。不同的消费者对提前期的敏感度不同,提前期差异化和区别定价成为企业提高客户满意度最终提高需求的竞争战略。同时,随着大型零售商的不断崛起,制造商占主导地位的局面被大型零售商打破,市场力(指讨价还价能力)从制造商方转移到零售商方,研究市场力转移对于供应链成员决策的影响具有重要战略意义。
第二章研究了由一个按单制造商和一个零售商组成的供应链,消费者通过零售商在制造商处定制产品,其中制造商在供应链中占主导地位。需求对价格和提前期敏感,制造商对于同一种产品提供两种不同的提前期,一种是正常的提前期,另一种是加快的提前期。分别建立了提前期外生和提前期内生两种情况下的制造商斯坦伯格博弈模型(MS模型)。并利用数字化例子进行分析,得到了一些管理暗示,如当市场规模增大时,快的产品的提前期比价格在吸引顾客方面更具有决定作用。也得到了一些反直觉的结论,如快的产品的均衡提前期是市场规模的减函数。
第三章建立了零售商的斯坦伯格博弈模型,也即零售商在供应链中占主导地位,研究市场力的转移对于提前期差异化决策的影响,发现：制造商的提前期差异化决策与市场环境和制造商在供应链中所处的地位同时相关。
第四章讨论了一个按单定制婚纱礼服公司的供应链,对供应链存在的问题进行分析,并提出了建立供应链管理信息系统的建议。
第五章总结了本文的主要内容与结论,并提出了几个未来可能的研究方向。
With the abundance of products in market as well as the improvement of living standards, consumers are increasingly seeking personalized products, thus it is difficult to predict demand. Some manufacturers are changing their production mode from make-to-stock (MTS) to make-to-order (MTO). Make-to-order supply chain provides products according to consumers' personalized requires. Besides price, quoted lead-time is also an important factor that affects the market demand. Different consumers have different lead-time sensitivities. An effective way to satisfy different consumers and to enhance demand is through lead-time differentiation and segment pricing. At the same time, some giant retailers are emerging. Market power is shifting from the manufacturer to the retailer. It's important to investigate the influence of market power shifting.
In Chapter2, a supply chain consisting of one make-to-order (MTO) manufacturer and one retailer in a price and lead-time sensitive market is investigated. Consumers order personalized products through the retailer. The manufacturer provides two different lead-time standards for the same product. One is the regular lead-time, and the other is the fast lead-time. The author develops a manufacturer-Stackelberg (MS) model with exogenous lead-time standard and a MS model with endogenous lead-time standard. Through numerical examples, the author finds that when the market scale increases, lead time of the faster product plays a more decisive role in attracting consumers than price. And find some counterintuitive results such as:lead time of the faster product decreases with the market scale.
In Chapter3, the author develops a retailer-Stackelberg (RS) model to examine the effect of market power on equilibrium outcome. And find that:the differentiation strategy depends simultaneously on the market environment and the position of the manufacturer in the supply chain.
In Chapter4, a make-to-order supply chain that provides personalized wedding dress&evening dress is analyzed. The author thinks it's better to build a supply chain management information system for further development.
Chapter5concludes with a summary and directions for future research.
第二章研究了由一个按单制造商和一个零售商组成的供应链,消费者通过零售商在制造商处定制产品,其中制造商在供应链中占主导地位。需求对价格和提前期敏感,制造商对于同一种产品提供两种不同的提前期,一种是正常的提前期,另一种是加快的提前期。分别建立了提前期外生和提前期内生两种情况下的制造商斯坦伯格博弈模型(MS模型)。并利用数字化例子进行分析,得到了一些管理暗示,如当市场规模增大时,快的产品的提前期比价格在吸引顾客方面更具有决定作用。也得到了一些反直觉的结论,如快的产品的均衡提前期是市场规模的减函数。
第三章建立了零售商的斯坦伯格博弈模型,也即零售商在供应链中占主导地位,研究市场力的转移对于提前期差异化决策的影响,发现：制造商的提前期差异化决策与市场环境和制造商在供应链中所处的地位同时相关。
第四章讨论了一个按单定制婚纱礼服公司的供应链,对供应链存在的问题进行分析,并提出了建立供应链管理信息系统的建议。
第五章总结了本文的主要内容与结论,并提出了几个未来可能的研究方向。
With the abundance of products in market as well as the improvement of living standards, consumers are increasingly seeking personalized products, thus it is difficult to predict demand. Some manufacturers are changing their production mode from make-to-stock (MTS) to make-to-order (MTO). Make-to-order supply chain provides products according to consumers' personalized requires. Besides price, quoted lead-time is also an important factor that affects the market demand. Different consumers have different lead-time sensitivities. An effective way to satisfy different consumers and to enhance demand is through lead-time differentiation and segment pricing. At the same time, some giant retailers are emerging. Market power is shifting from the manufacturer to the retailer. It's important to investigate the influence of market power shifting.
In Chapter2, a supply chain consisting of one make-to-order (MTO) manufacturer and one retailer in a price and lead-time sensitive market is investigated. Consumers order personalized products through the retailer. The manufacturer provides two different lead-time standards for the same product. One is the regular lead-time, and the other is the fast lead-time. The author develops a manufacturer-Stackelberg (MS) model with exogenous lead-time standard and a MS model with endogenous lead-time standard. Through numerical examples, the author finds that when the market scale increases, lead time of the faster product plays a more decisive role in attracting consumers than price. And find some counterintuitive results such as:lead time of the faster product decreases with the market scale.
In Chapter3, the author develops a retailer-Stackelberg (RS) model to examine the effect of market power on equilibrium outcome. And find that:the differentiation strategy depends simultaneously on the market environment and the position of the manufacturer in the supply chain.
In Chapter4, a make-to-order supply chain that provides personalized wedding dress&evening dress is analyzed. The author thinks it's better to build a supply chain management information system for further development.
Chapter5concludes with a summary and directions for future research.
引文
[1]Ha A Y. Optimal dynamic scheduling policy for a make-to-stock production system [J]. Operations Research,1997a,45(1):42-53.
[2]Ha A Y. Stock-rationing policy for a make-to-stock production system with two priority classes and backordering [J]. Naval Research Logistics,1997b,44: 457-472.
[3]Ha A Y. Inventory rationing in a make-to-stock production system with several demand classes and lost sales [J]. Management Science,1997c,43(8): 1093-1103.
[4]Bertsimas D, Paschalidis I C. Probabilistic service level guarantees in make-to-stock manufacturing system [J]. Operations Research,2001,49(1):119-133.
[5]Hendry L C, Kingsman B G. Production planning systems and their applicability to make-to-order companies [J]. European Journal of Operational Research,1989,40(1):1-15.
[6]Carr S, Duenyas I. Optimal admission control and sequencing in a make-to-stock/make-to-order production system [J]. Operations Research,2000, 48(5):709-720.
[7]Rajagopalan S. Make to order or make to stock:model and application [J]. Management Science,2002,48(2):241-256.
[8]Federgruen A, Katalan Z. The impact of adding a make-to-order item to a make-to-stock production system [J]. Management Science,1999,45(5):980-994.
[9]Easton F F, Moodie D R. Pricing and lead time decisions for make-to-order firms with contingent orders [J].European Journal of Operational Research,1999, 116(2):305-318.
[10]Kingsman B, Hendry L, Mercer A, et al. Responding to customer enquiries in make-to-order companies problems and solutions [J]. International Journal of Production Economics,1996,46(47):219-231.
[11]Sahin F E, Robinson J E P. Information sharing and coordination in make-to-order supply chains [J]. Journal of Operations Management,2005, 23(6):579-598.
[12]Sawik T. Supplier selection in make-to-order environment with risk [J]. Mathematical and Computer Modeling,2011,53:1670-1679.
[13]Ozabyrak M, Papadopoulou T C, Samaras E. A flexible and adaptable planning and control system for a MTO supply chain system [J]. Robotics and Computer-Integrated Manufacturing,2006,22:557-565.
[14]Kumar S, Nottestad D A, Macklin J F. A profit and loss analysis for make-to-order versus make-to-stock policy--a supply chain case study [J].The Engineering Economist,2007,52(2):141-156.
[15]Zipkin, P. The limits of mass customization [J]. Sloan Management Rev. 2001,42(3):81-87.
[16]俞葵.以订单为中心的制造业企业内部供应链管理系统的研究[J].技术经济,2006(8)：85-88.
[17]倪卫涛,周晶.MTO生产模式的交货期决策模型及其分析[J].工业工程,2008,11(2)：54-57
[18]聂兰顺,徐晓飞,战德臣.MTO型供应链的价格／交货期协商支持模型[J].信息与控制,2007,11：122-126.
[19]梁樑,王志强,王国华,等.基于MTO生产策略的供应链联盟集成决策模型研究[J].中国工程科学,2005(5)：57-62.
[20]Li L, Lee Y S. Pricing and delivery-time performance in a competitive environment [J]. Management Science,1994,40 (5):633-646.
[21]Duenyas I, Hopp W J. Quoting customer lead times [J]. Management Science,1995,41 (2):43-57.
[22]Boyaci T, Ray S. The impact of capacity costs on product differentiation in delivery time, delivery reliability, and price [J]. Production and Operations Management,2006,15(2):179-197
[23]Liu L, Parlar M, Zhu S X. Pricing and lead time decisions in decentralized supply chains [J].Management Science,2007,53(5):713-725.
[24]Allon G, Federgruen A. Competition in service industries [J]. Operations Research,2007,55(1):37-55.
[25]Allon G, Federgruen A. Competition in service industries with segmented markets [J].Management Science,2009,55(4):619-634.
[26]Pekgun P, Griffin P M, Keskinocak P. Coordination of marketing and production for price and leadtime decisions [J]. IIE Transactions,2008,40(1):12-30.
[27]Chen H, Wan Y W. Price competition of make-to-order firms [J]. IIE Transactions,2003,35:817-832.
[28]Wang Y Z, Cohen M A, Zheng Y S. Differentiating customer service on the basis of delivery lead-times [J]. IIE Transactions,2002,34(11):979-989.
[29]Boyaci T, Ray S. Product differentiation and capacity cost interaction in time and price sensitive markets [J]. Manufacturing & Service Operations Management,2003,5(1):18-36.
[30]李义斌,陈荣秋.BTO环境下的定价与提前期给定协调决策研究[J].工业工程与管理,2010,15(5)：22-28
[31]苏秦,李永飞,郑婧.产品质量、价格及提前期竞争下的企业最优决策[J].工业工程与管理,2011,16(5)：1-8
[32]宋华明,马士华.二阶段供应链中提前期压缩的影响与协调[J].管理科学学报,2007,10(1)：46-53
[33]林强,许文婷,赵环宇,郝艳丽.供应链提前期及其相关成本研究[J].组合机床与自动化加工技术,2009,4：96-100
[34]左小德,雷红,梁云.基于弹性的供应链批量、价格与提前期折扣策略研究[J].软科学,2010,24(11)
[35]吕芹,霍佳震.基于提前期压缩的供应链博弈模型[J].系统管理学报,2009,18(6)：625-630
[36]余大勇,骆建文.基于提前期压缩的最优采购策略[J].系统工程理论与实践,2011,31(9)：1652-1660
[37]丁胡送,徐晓燕.收益共享协调机制下两阶段供应链提前期压缩的博弈分析[J].系统管理学报,2009,18(5)：544-550.
[38]Chen H, Wan Y W. Capacity competition of make-to-order firms [J]. Operations Research Letters,2005,33 (2):187-194.
[39]So K C, Song J S. Price, delivery time guarantees and capacity selection [J]. European Journal of Operational Research,1998, 111(1):28-49.
[40]Mestry S, Damodaran P, Chen C S. A branch and price solution approach for order acceptance and capacity planning in make-to-order operations [J]. European Journal of Operational Research,2011,211:480-495
[41]Messinger P R, Narasimhan C. Has power shifted in the grocery channel [J]. Marketing Science,1995,14(2):189-223.
[42]Giacomini C, Mancini M C, Modesti P. Large retailers and vertical control of the supply chain:private labels and private certification standards[J]. International Journal of Applied Management Science,2010,2(4):305-320.
[43]Ertek G, Griffin P M. Supplier- and buyer-driven channels in a two-stage supply chain [J]. ⅡE Transactions,2002,34(8):691-700.
[44]Lau A H L, Lau H S, Wang J C. How a dominant retailer might design a purchase contract for a newsvendor-type product with price-sensitive demand [J]. European Journal of Operational Research,2008,190(2):443-458.
[45]王永培,杨以文.基于零售商市场势力纵向关系研究的理论综述[J].广东商学院学报,2008,4：21-26
[46]岳中刚,石奇.零售商主导的纵向约束及规制研究综述[J].商业经济与管理,2008,197(3)：3-8
[47]徐振宇.跨国零售集团的市场势力：扩展与制衡[J].北京工商大学学报(社会科学版),2006,21(4)：21-24
[48]张福安,达庆利,孙浩.零售商主导的闭环供应链效益分析[J].软科学,2011,25(6)：45-53
[49]Xiao T J, Yang D Q, Shen H C. Coordinating a supply chain with quality assurance policy via a revenue-sharing contract [J]. International Journal of Production Research,2011,49(1):99-120.
[50]Economist. Mass customization:a long March. The Economist,2001, 12 July.
[51]Jeuland A P, Shugan S M. Managing channel profits [J].Marketing Science,1983,2:239-272.
[2]Ha A Y. Stock-rationing policy for a make-to-stock production system with two priority classes and backordering [J]. Naval Research Logistics,1997b,44: 457-472.
[3]Ha A Y. Inventory rationing in a make-to-stock production system with several demand classes and lost sales [J]. Management Science,1997c,43(8): 1093-1103.
[4]Bertsimas D, Paschalidis I C. Probabilistic service level guarantees in make-to-stock manufacturing system [J]. Operations Research,2001,49(1):119-133.
[5]Hendry L C, Kingsman B G. Production planning systems and their applicability to make-to-order companies [J]. European Journal of Operational Research,1989,40(1):1-15.
[6]Carr S, Duenyas I. Optimal admission control and sequencing in a make-to-stock/make-to-order production system [J]. Operations Research,2000, 48(5):709-720.
[7]Rajagopalan S. Make to order or make to stock:model and application [J]. Management Science,2002,48(2):241-256.
[8]Federgruen A, Katalan Z. The impact of adding a make-to-order item to a make-to-stock production system [J]. Management Science,1999,45(5):980-994.
[9]Easton F F, Moodie D R. Pricing and lead time decisions for make-to-order firms with contingent orders [J].European Journal of Operational Research,1999, 116(2):305-318.
[10]Kingsman B, Hendry L, Mercer A, et al. Responding to customer enquiries in make-to-order companies problems and solutions [J]. International Journal of Production Economics,1996,46(47):219-231.
[11]Sahin F E, Robinson J E P. Information sharing and coordination in make-to-order supply chains [J]. Journal of Operations Management,2005, 23(6):579-598.
[12]Sawik T. Supplier selection in make-to-order environment with risk [J]. Mathematical and Computer Modeling,2011,53:1670-1679.
[13]Ozabyrak M, Papadopoulou T C, Samaras E. A flexible and adaptable planning and control system for a MTO supply chain system [J]. Robotics and Computer-Integrated Manufacturing,2006,22:557-565.
[14]Kumar S, Nottestad D A, Macklin J F. A profit and loss analysis for make-to-order versus make-to-stock policy--a supply chain case study [J].The Engineering Economist,2007,52(2):141-156.
[15]Zipkin, P. The limits of mass customization [J]. Sloan Management Rev. 2001,42(3):81-87.
[16]俞葵.以订单为中心的制造业企业内部供应链管理系统的研究[J].技术经济,2006(8)：85-88.
[17]倪卫涛,周晶.MTO生产模式的交货期决策模型及其分析[J].工业工程,2008,11(2)：54-57
[18]聂兰顺,徐晓飞,战德臣.MTO型供应链的价格／交货期协商支持模型[J].信息与控制,2007,11：122-126.
[19]梁樑,王志强,王国华,等.基于MTO生产策略的供应链联盟集成决策模型研究[J].中国工程科学,2005(5)：57-62.
[20]Li L, Lee Y S. Pricing and delivery-time performance in a competitive environment [J]. Management Science,1994,40 (5):633-646.
[21]Duenyas I, Hopp W J. Quoting customer lead times [J]. Management Science,1995,41 (2):43-57.
[22]Boyaci T, Ray S. The impact of capacity costs on product differentiation in delivery time, delivery reliability, and price [J]. Production and Operations Management,2006,15(2):179-197
[23]Liu L, Parlar M, Zhu S X. Pricing and lead time decisions in decentralized supply chains [J].Management Science,2007,53(5):713-725.
[24]Allon G, Federgruen A. Competition in service industries [J]. Operations Research,2007,55(1):37-55.
[25]Allon G, Federgruen A. Competition in service industries with segmented markets [J].Management Science,2009,55(4):619-634.
[26]Pekgun P, Griffin P M, Keskinocak P. Coordination of marketing and production for price and leadtime decisions [J]. IIE Transactions,2008,40(1):12-30.
[27]Chen H, Wan Y W. Price competition of make-to-order firms [J]. IIE Transactions,2003,35:817-832.
[28]Wang Y Z, Cohen M A, Zheng Y S. Differentiating customer service on the basis of delivery lead-times [J]. IIE Transactions,2002,34(11):979-989.
[29]Boyaci T, Ray S. Product differentiation and capacity cost interaction in time and price sensitive markets [J]. Manufacturing & Service Operations Management,2003,5(1):18-36.
[30]李义斌,陈荣秋.BTO环境下的定价与提前期给定协调决策研究[J].工业工程与管理,2010,15(5)：22-28
[31]苏秦,李永飞,郑婧.产品质量、价格及提前期竞争下的企业最优决策[J].工业工程与管理,2011,16(5)：1-8
[32]宋华明,马士华.二阶段供应链中提前期压缩的影响与协调[J].管理科学学报,2007,10(1)：46-53
[33]林强,许文婷,赵环宇,郝艳丽.供应链提前期及其相关成本研究[J].组合机床与自动化加工技术,2009,4：96-100
[34]左小德,雷红,梁云.基于弹性的供应链批量、价格与提前期折扣策略研究[J].软科学,2010,24(11)
[35]吕芹,霍佳震.基于提前期压缩的供应链博弈模型[J].系统管理学报,2009,18(6)：625-630
[36]余大勇,骆建文.基于提前期压缩的最优采购策略[J].系统工程理论与实践,2011,31(9)：1652-1660
[37]丁胡送,徐晓燕.收益共享协调机制下两阶段供应链提前期压缩的博弈分析[J].系统管理学报,2009,18(5)：544-550.
[38]Chen H, Wan Y W. Capacity competition of make-to-order firms [J]. Operations Research Letters,2005,33 (2):187-194.
[39]So K C, Song J S. Price, delivery time guarantees and capacity selection [J]. European Journal of Operational Research,1998, 111(1):28-49.
[40]Mestry S, Damodaran P, Chen C S. A branch and price solution approach for order acceptance and capacity planning in make-to-order operations [J]. European Journal of Operational Research,2011,211:480-495
[41]Messinger P R, Narasimhan C. Has power shifted in the grocery channel [J]. Marketing Science,1995,14(2):189-223.
[42]Giacomini C, Mancini M C, Modesti P. Large retailers and vertical control of the supply chain:private labels and private certification standards[J]. International Journal of Applied Management Science,2010,2(4):305-320.
[43]Ertek G, Griffin P M. Supplier- and buyer-driven channels in a two-stage supply chain [J]. ⅡE Transactions,2002,34(8):691-700.
[44]Lau A H L, Lau H S, Wang J C. How a dominant retailer might design a purchase contract for a newsvendor-type product with price-sensitive demand [J]. European Journal of Operational Research,2008,190(2):443-458.
[45]王永培,杨以文.基于零售商市场势力纵向关系研究的理论综述[J].广东商学院学报,2008,4：21-26
[46]岳中刚,石奇.零售商主导的纵向约束及规制研究综述[J].商业经济与管理,2008,197(3)：3-8
[47]徐振宇.跨国零售集团的市场势力：扩展与制衡[J].北京工商大学学报(社会科学版),2006,21(4)：21-24
[48]张福安,达庆利,孙浩.零售商主导的闭环供应链效益分析[J].软科学,2011,25(6)：45-53
[49]Xiao T J, Yang D Q, Shen H C. Coordinating a supply chain with quality assurance policy via a revenue-sharing contract [J]. International Journal of Production Research,2011,49(1):99-120.
[50]Economist. Mass customization:a long March. The Economist,2001, 12 July.
[51]Jeuland A P, Shugan S M. Managing channel profits [J].Marketing Science,1983,2:239-272.