基于成本分担合约的装配供应链召回努力策略研究

Recall Effort Strategies in an Assembly Supply Chain under Cost-sharing Contract

考虑一条由单个制造商与两个异质供应商组成的二级装配供应链,制造商监测零配件质量并进行改善,召回成本在三方中分担,制造商设计召回成本分担方式以促进努力成本系数不同的两个供应商提升召回努力水平。研究发现供应商倾向于固定比例合约,而制造商倾向于采取线性召回成本分担合约。线性召回成本分担合约更能激励供应商提升召回努力水平。供应商努力成本系数差异较大时,两个供应商采用与自身成本系数呈负相关的努力水平;而当差异较小时,低成本系数供应商将依照高成本系数供应商制定努力策略。当召回成本较小时,低固定比例召回成本分担合约更有利于供应链利润;在召回成本较大时,线性召回成本分担合约更有利于供应链利润。两种合约在改善供应链的利润方面表现出与改善召回努力相同的适用情形,且都优于目前在实际中应用的平分固定比例召回成本分担合约。

Considered a two-echelon assembly supply chain consisting of a single manufacturer and two heterogeneous suppliers,the manufacturer monitored and improved the quality of spare parts,the recall cost-sharing contract to incentive two suppliers to exert product recall efforts was investigated.The product recall efforts of the supply chain under various cost-sharing contracts were optimized.Results show that suppliers are more inclined to the fixed-proportional cost-sharing contract,and the manufacturer is more inclined to adopt a linear recall cost-sharing contract.The linear cost-sharing contract can better encourage suppliers to improve product recall efforts.When suppliers have heterogeneous recall effort cost coefficients,two suppliers adopt a recall effort that is negatively correlated with their recall cost coefficient.When the cost coefficient difference is small,the low-cost supplier will choose a recall effort strategy based on that of the high-cost supplier.In the case of a small recall cost,a fixed-proportion recall cost-sharing contract is more conducive to the supply chain profit,and a linear recall cost-sharing contract is more conducive to the supply chain profit in the case of a large recall cost.Both cost-sharing contracts perform better than the equal cost-sharing contract which is widely used in the automobile industry.