مقاله انگلیسی رقابت تدارکاتی در حضور تجارت الکترونیکی B2B مجهز به اینترنت اشیا
Abstract
Keywords
Introduction
Literature review
The model
Equilibrium Analysis
Dual-sourcing or not? Comparisons and sensitivity analysis
Conclusions
Credit authorship contribution statement
Declaration of Competing Interest
Acknowledgement
Appendix A
Appendix B.
References
ABSTRACT
The Internet of things (IoT) has accelerated the development of e-commerce and enabled business-to-business (B2B) spot markets to emerge. This study considers a supply chain composed of one supplier and two manufacturers. Two manufacturers can procure raw materials from dual sources, that is, from a supplier with a forward contract or from a B2B spot market. Two manufacturers use raw materials to produce the final product and take part in Cournot competition in the final customer market. On the basis of the procurement strategies of two manufacturers, three competition structures exist between the manufacturers: (NN) both manufacturers procure raw materials only from a B2B spot market; (FN) one manufacturer procures raw materials from dual sources, namely, a forward contract and a B2B spot market, while the other manufacturer only obtains them from a B2B spot market; and (FF) both manufacturers procure raw materials from dual sources. We investigate which procurement strategy is better for manufacturers. Our study finds that the optimal setting is for manufacturers to procure raw materials from dual sources if and only if the spot price uncertainty exceeds a threshold value. Furthermore, the optimal wholesale price in the FN subgame is less than the price in the FF subgame. The optimal order quantity in the FF subgame is less than the quantity in the FN subgame. Whole downstream manufacturers can benefit from the FN strategy if the supplier’s risk aversion exceeds a threshold value. Meanwhile, the FF subgame always benefits the whole supply chain.
Introduction
In the last two decades, supply chain behavior has been significantly reshaped by information technology (Li et al., 2020; Zhang et al., 2020). Particularly, the Internet of things (IoT) has pulled in numerous opportunities and has extended supply chains. Moreover, e-commerce has been widely connected with IoT with the development of the Internet. One of the outcomes of the combination of e-commerce and IoT is the business-to-business (B2B) spot commodity market. A B2B spot commodity market has a significant growth not only in terms of trading volume and contract varieties but also in terms of liquidity (Dong and Liu, 2007). The emergence of B2B spot markets provides firms with a more flexible trading mode and helps these entities effectively manage their supply and demand risk (Grey and Olavson, 2005; Zhao et al., 2015). With a B2B spot market, the supply and demand can be adjusted to balance each other at a price equal to the spot price. A B2B spot market usually has a short lead time, and managers usually rely on this new procurement channel after demand information is observed. With the growing market liquidity, numerous raw materials and commodities, such as agricultural products, chemical products, metals, and plastics, are now widely transacted in B2B spot markets (Xing et al., 2012, 2014). In this study, we explore whether traditional procurement channel must still be maintained because B2B spot market procurement provide several advantages for risk-averse firms.