انتخاب کانال در زنجیره تأمین برون سپار
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انتخاب کانال در زنجیره تأمین برون سپار

عنوان فارسی مقاله: پیشرفت تدریجی کارخانه و انتخاب کانال در یک زنجیره تأمین برون سپار
عنوان انگلیسی مقاله: Factory encroachment and channel selection in an outsourced supply chain
مجله/کنفرانس: مجله بین المللی اقتصاد تولید – International Journal of Production Economics
رشته های تحصیلی مرتبط: مهندسی صنایع، مدیریت
گرایش های تحصیلی مرتبط: لجستیک و زنجیره تامین، مدیریت صنعتی
کلمات کلیدی فارسی: برون سپاری، پیشرفت تدریجی، آفلاین و آنلاین، استراتژی چند کاناله، انتخاب کانال، نظریه بازی
کلمات کلیدی انگلیسی: Outsourcing; encroachment; offline and online; multi-channel strategy; channel selection; game theory
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List – JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.ijpe.2018.05.003
دانشگاه: School of Business, Nantong University, Nantong 226019, China
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 6.344 در سال 2018
شاخص H_index: 155 در سال 2019
شاخص SJR: 2.475 در سال 2018
شناسه ISSN: 0925-5273
شاخص Quartile (چارک): Q1 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 50
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E13608
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


1. Introduction


2. Literature review


3. Model


4. Analysis


5. Integrated downstream firms


6. Concluding remarks


Acknowledgment


Appendix A. Supplementary data


References

نمونه متن انگلیسی مقاله

Abstract


Business practices have demonstrated that a contract manufacturer (CM) can introduce an own-label product and thus compete with its original equipment manufacturer (OEM), i.e., factory encroachment, which has not been obtained much attention in literature. Considering a three-level outsourced supply chain consisting of a CM, an OEM, and a retailer, this paper analyzes the impact of factory encroachment on players’ gains. We show that factory encroachment could implement Pareto improvement, i.e., all supply-chain players’ gains increase under encroachment. We also demonstrate that factory encroachment always offers more surplus to the entire supply chain and the consumer. In addition, the most preferred channel for the supply-chain players, the entire supply-chain system, and the consumer are investigated. We find that an encroachment strategy could be simultaneously favored by all involved parties, provided there is no integration between the OEM and the retailer. However, if the OEM and the retailer act as a single entity, only the no-encroachment strategy could be favored by all parties simultaneously.


Introduction


As outsourcing becomes more persuasive in business practices, many contract manufacturers (CMs) start to encroach on original equipment manufacturers’ (OEMs) territories and produce and sell its own-label products that compete with its customer OEMs’ brand. Recently, for example, a project titled ‘China Quality Manufacturing (CQM)’, which is developed by the giant electronic retailer TAOBAO, aims to push tens thousands of Chinese CMs (factories) onto online platforms for selling its own-label products (Alibaba, 2016). Thus, in the following years, the involved factories (CMs) will serve both offline customer firms (OEMs) and online consumers. It indicates that CMs’ encroachment could emerge as an important business model in O2O outsourcing practices. CMs’ managers may face two strategic decisions with regard to producing and selling own-label products. The first one is the strategic decision on introducing own-label products; and the other one is which market a CM should enter. Two markets that a CM can encroach on are obvious: the wholesale market vs. the retail market. For example, some CMs involved in the CQM project sell their products through an online wholesale market (see http://www.1688.com); while the other enterprises establish web shops on a direct-to-consumer platform (see http://q.taobao.com). These practices imply that the CMs should simultaneously satisfy the offline demand incurred by its customer firms (OEMs) and the online demand incurred by consumer or online retailers. Thus, traditional CMs with single offline channel are involved in strategic decisions of multi-channel operations.

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