Production Decision Based on Discounted Price and Delivery Frequency for Garment Original Equipment Manufacturer with Constrained Capacity

Original equipment manufacturers(OEM) have never been so important and powerful as it is today in garment manufacturing industry.The OEMsupplier's production decisions always have a great impact on the market performance and the profits of a garment brand manufacturer.With constrained capacity and multiply buyers,howto make reasonable production decisions is an urgent problem for OEMsuppliers.A price discount model with a single OEMsupplier and two buyers is proposed to deal with the problem.Based on this model,the OEMsupplier could satisfy buyers' demands and guarantee their profits as well through adjusting price and delivery frequency.A numerical example validates the validity of the model.

Development and application of magnesium alloy parts for automotive OEMs:A review

China is currently vigorously implementing the“energy conservation and emission reduction”and“dual carbon”strategies.As the most resource-advantaged light metal material in China,Magnesium(Mg)alloy is progressively expanding its application in automobile,rail transportation,aerospace,medical,and electronic products.Chongqing University,Shanghai Jiaotong University,and Australian National University have conducted extensive research on the preparation,properties,and processes of Mg alloys.In the past 20 years,the proportion of Mg alloy in the automotive industry has gradually expanded,whereas currently the design and development of Mg alloy parts for automobiles has rarely been reported.Thus,the application models and typical parts cases of Mg alloy are summarized mainly from the four systems of the whole vehicle(body system,chassis system,powertrain system,interior,and exterior system).Subsequently,two actual original equipment manufacturers(OEM)cases are used to introduce the development logic of reliable die-cast Mg alloy,including forward design,formability analysis,process design analysis,structural redesign,manufacturing,and testing,aiming to share the methods,processes,and focus of attention of automotive OEMs for developing Mg alloy parts to enhance the confidence and motivation of applying Mg alloy in automotive field.Eventually,the multiple challenges faced by Mg alloy materials are sorted out and how to face these challenges are discussed.National policies and regulations,environmental protection and energy saving,and consumer demand will continue to promote the application of Mg.

Contract Manufacturer's Market Entry and Its Impact under Asymmetric Customer Loyalty

We study a supply chain in which an original equipment manufacturer(OEM)outsources manufacturing functions to a contract manufacturer(CM)for cost saving.In addition to accepting the OEM's order,the CM can develop self-branded products and enter the end-market.Because of the OEM's well-known brand and long-term good reputation,we take the asymmetric customer loyalty into consideration-a fraction of customers are loyal customers(LCs)who only consider buying the product from the OEM,while other customers in the market are non-loyal customers(NCs)who might switch to purchasing the CM7s product because of the lower selling price.We explore whether the CM will enter the end-market and if so,what is the impact of the market entry on the OEM and the entire supply chain.Counterintuitively,we find that there will be no market entry when the CM is relatively strong,i.e.,the CM is able to provide self-branded products with relatively high acceptance and the CM has a relatively large bargaining power.In addition,when the NC segment is an important profit source for the OEM,i.e.,the NCs7 market size is relatively large and their willingness-to-pay is relatively high,the market entry will not occur,either.The OEM's profit is always hurt by the CM's market entry unless the OEM always only sells the product to the LCs,while the supply chain sometimes can get benefit.Through numerical simulations,we reveal the relationships between the profit change of different parties and the key parameters,such as the relative willingness-to-pay and market sizes of two types of customers,the CMrs bargaining power and the acceptance of the CMrs product,when the market entry becomes an available option for the CM.The impact of production cost difference on the market entry decision and profit changes is also analyzed in the extension when producing the OEM's product is more costly for the CM than producing the self-branded product.