基于Internet的供应链选择.docx
- 文档编号:27807142
- 上传时间:2023-07-05
- 格式:DOCX
- 页数:44
- 大小:441.57KB
基于Internet的供应链选择.docx
《基于Internet的供应链选择.docx》由会员分享,可在线阅读,更多相关《基于Internet的供应链选择.docx(44页珍藏版)》请在冰豆网上搜索。
基于Internet的供应链选择
基于Internet的供应链选择
SergueiNetessine
费城,宾夕法尼亚州19104号,宾夕法尼亚大学,
NilsRudi
欧洲工商管理学院,法国枫丹白露77305号,nils.
InternetcompaniesextensivelyusethepracticeofDrop-shipping,wherethewholesalerstocksandownstheinventoryandshipsproductsdirectlytocustomersatretailers’request.UndertheDrop-shippingarrangement,thesupplychainbenefitsfromriskpoolingbecausetheinventoryformultipleretailersisstockedatthesamelocation,thewholesaler’s.AnothermoretraditionalchannelalternativeontheInternetisoneinwhichretailersstockandowntheinventory.Thesetwosupplychainstructures,whichpredominateontheInternet,resultindifferentinventoryriskallocation,stockingdecisions,andprofitsforchannelmembers.Moreover,thetwochannelalternativescanbecombinedintoadualstrategywherebytheretaileruseslocalinventoryasaprimarysourceandreliesonDrop-shippingasabackup.Wemodelthedualstrategyasanoncooperativegameamongtheretailersandthewholesaler,analyzeit,andobtaininsightsintothestructuralpropertiesoftheequilibriumsolutiontofacilitatedevelopmentofrecommendationsforpracticingmanagers.Finally,wecharacterizesituationsinwhicheachofthreechannelsispreferablebyspecifyingappropriaterangesofcriticalparameters,includingdemandvariability,thenumberofretailersinthechannel,wholesaleprices,andtransportationcosts.
Keywords:
supplychain;Drop-shipping;e-commerce;fulfillment;equilibrium;competition
History:
AcceptedbyFangruoChen,supplychainmanagement;receivedDecember11,2001.Thispaperwaswiththeauthors1yearand10monthsfor4revisions.
AllianceEntertainmentCorporation,IngramEntertainment,andBakerandTayloraremajorplayersinthebusinessofdistributinghomeentertainmentproducts—includingCDs,videos,games,andbooks—toInternet,aswellastobrick-and-mortar,retailers.OneoftheservicestheyofferisDrop-shipping,orconsumer-directfulfillment,thepracticewherebythewholesalerstocksandownstheproductandshipsitdirectlytocustomersattheretailer’srequest.UnderaDrop-shippingarrangement,theretailerservesasamiddlemanwhoacquirescustomersandacceptsorders,whilethewholesalerownsandholdsinventoryandalsofulfillsorders.Drop-shippingofferstwoobviousbenefitstotheretailer:
Noinvestmentintofulfillmentcapabilitiesisrequired,andtheretailertakesnoinventoryrisk(seetheexampleofS,Forbes2000).Drop-shippingalsobenefitsthewholesalerinthatitallowshertochargeahigherwholesalepriceandmayprovideaccesstoawidercustomerbase(seeScheel1990,p.42).Finally,onewouldexpectthatthesupplychainasawholewouldbenefitduetoriskpoolingandpossibleeconomiesofscaleintransportationincasesinwhichthewholesalerservesmultipleretailers.
TheinventionoftheInternet,arelativelycheapelectronicmedium,greatlyreducedthetransactioncostsofDrop-shippingbyallowingaseamlessintegrationofretailersandwholesalers.TheInternetallowsin-stockavailabilityandpricestobecommunicatedfromthewholesalertotheretailer,andorderscanbeplacedfromtheretailertothewholesaler,allinrealtime.BeforetheInternet,suchintegrationwouldhaverequiredimplementingaratherexpensiveEDIsystemandhencewasnoteconomicallyviableinmostchannels.Asaresultofthisintegrationofretailersandwholesalers,inarecentsurvey30.6%ofpureplayInternetretailerscitedDrop-shippingastheirprimarywayoffulfillingorders.Atthesametime,44.5%ofInternetretailersreliedprimarilyonstockinginventoryinternally(seeeRetailingWorld2000),whereastheresteitheroutsourcedfulfillmenttothirdpartiesorusedthefulfillmentcapabilitiesofstrategicpartners.
Supplychainarrangementsinwhichtheretailersstockandowninventoryhavebeenextensivelyanalyzedintheoperationsliterature.However,thepracticeofDrop-shipping,althoughalmostaspopularamongInternetretailers,hasattractedonlylimitedattention.ThemarketingliteratureofferssomereferencestoDrop-shipping:
AlthoughScheel(1990)providesextensivequalitativeanalysisofDrop-shippinginthecatalogbusiness,healsonotesthatthepracticeisgenerallyperceivedashavingsomewhatlimitedpotential.ThegoalofthispaperistoanalyzecomparativeadvantagesofinventoryownershipinthetraditionalchannelandriskpoolingunderDrop-shipping.
企业在互联网环境下已广泛的使用Drop-shipping模式,这是一种由供应商负责客户订单,拥有库存并由他们代发货给零售商指定客户的模式。
在Drop-shipping模式下,供应商管理各零售商的库存,有利于分散供应链上的风险。
另一种更为传统的互联网渠道选择是零售商制定库存决策并持有库存的模式。
这两种基于Internet的供应链模式导致了渠道成员之间的不同库存风险分担,库存决策,以及利润分配。
此外,这两种渠道可以合并为一种双重渠道模式,即以传统零售库存模式作为主体,以Drop-shipping库存的模式作为备选。
我们在零售商和供应商非合作博弈想讨论这种双重渠道模式,分析并获得了此模型均衡解决过程中的结构特征并,用以提高该模式下的管理水平。
最后,我们指定三种渠道模式下各模式的需求变化,渠道中零售商的数量,,批发价格和运输成本等的临界参数范围,以确定哪种模式适合哪种情况。
关键词:
供应链Drop-shipping电子商务履行均衡点竞争
历史:
于2001年12月11日,供应链管理中被陈芳若推崇。
本文是作者耗时一年零十个月经四次修改完成的。
1、简介及研究综述
联盟娱乐公司,英格拉姆娱乐,以及贝克和泰勒是在互联网和实体环境中主要从事家庭娱乐产品分销业务(包括CD、视频、游戏和图书)的主要零售商。
他们提供的服务之一是Drop-shipping,或者叫做消费者直接实现,这是一种供应商负责客户订单,拥有库存并由他们直接发货给零售商指定的客户的模式。
在一个Drop-shipping模式下,零售商作为中间人负责取得客户,并接受订单,而供应商则拥有库存,并履行订单。
Drop-shipping对于零售商来说有两个明显的优势:
一是不需要对仓库进行投资,二是没有库存风险(见2000年S,福布斯的例子)。
Drop-shipping渠道对供应商也有好处,即它允许供应商抬高批发价格,并且可能使供应商接触到更广泛的消费者群体。
(见Scheel,1990年,第42页)。
最后,我们预期供应链作为一个整体将从风险共担和供应商为多个零售商服务以在运输中实现规模经济中获益。
Internet的发明大大降低了Drop-shipping下零售商和供应商无缝整合的交易成本。
在互联网环境下实现了从供应商到零售商实时进行入库管理和价格谈判,并且可以实现订单从零售商到供应商的实时转移。
在互联网出现之前,这种整合必须使用一个相当昂贵的EDI系统,因此从经济角度来说,这在大多数渠道上都是不可行的。
正是由于零售商和供应商基于Internet的整合,最近的一项调查显示,30.6%的Internet零售商使用Drop-shipping作为他们的订单主要履行方式。
同时,44.5%的Internet零售商主要依靠自有库存(见电子零售世界,2000年),而其余的要么采用第三方外包的库存要么采用战略合作伙伴的库存。
对于零售商自己持有库存的传统供应链模式,已经有很多文献进行了研究。
虽然目前Drop-shipping在Internet零售业日益流行,但是还少有学者涉足基于Internet的双重渠道的研究。
市场营销文献提供了一些关于Drop-shipping的参考:
虽然1990年谢尔提供了广泛的Drop-shipping业务的定性分析,然而他同时指出,这种做法通常被认为只有有限的潜力。
本文的目的是分析比较传统渠道模式零售商拥有库存和Drop-shipping模式下风险共担的优势。
1.1.SummaryofResults
Webeginbypresentingtwoalternativemodels:
thetraditionalchannel,inwhicheachretailerstocksinventorylocally,andtheDrop-shippingchannel,inwhichthewholesalerstocksinventorycentrallyandshipsdirectlytocustomers.Wemodelbothchannelsastwo-stagesupplychainswithonewholesalerandmultipleidenticalretailers.Inbothmodelsthewholesalerchargestheretailersafixedwholesaleprice(notnecessarilythesame).Additionally,basedonourconversationswithInternetcompanies,weassumethatdifferentchannelsmayhavedifferenttransportationcostsduetoeconomiesofscaleandpossiblyothercostdifferences.
WhenfacedwithachoicebetweenthetraditionalandDrop-shippingchannels,theretailertradesoffahigherwholesalepriceagainstinventoryrisk,andthewholesalertradesoffthelowermarginagainstinventoryrisk.Moreover,transportationcostdifferencesplayarole.Bycombiningthetwostrategies,theretailercanfirstsatisfydemandwiththeinternallystockedinventory(purchasedatalowerwholesaleprice)andthenrequestthewholesalertodrop-shiptherest.Forexample,BlueL,amajorInternetretailer,usesthedualstrategyforCDs:
Itstockscertainquantitiesofthetop40CDstoincreaseprofitmarginsandreliesonDrop-shippingincaseofastockout(seeApparelIndustryMagazine2000)whileutilizingpureDrop-shippingfortheremainingCDtitles.Also,severalmajorretailershaverecentlyinstalledInternetkiosksinsidephysicalstores(seeComputerworld2001);ifacustomerdoesnotfindaproductonthestoreshelves,shecanorderitinstoreovertheInternetandtheproductwillbeshippeddirectlytoherfromacentralwarehouse.Suchanarrangementresemblesthedualstrategyweanalyze.
Thedualstrategyissomewhatsimilartothecombinationofmake-to-stockandassemble-to-orderpracticesdiscussedintheoperationsliterature()withonemajordifference:
Underthemake-to-stock/assemble-to-orderpractice,thesamecompanydecidesbothhowmuchtostockandhowmuchtoassembletoorder,whereasunderthedualstrategyconsideredinthispaper,theretailersandthewholesalermanagetheirinventoriescompetitively,suchthatagametheoreticsituationarises.Wemodelthedual-strategyproblemasanoncooperativegameinwhichretailerscompetewiththewholesalerfordemandand,moreover,theycompetewitheachotherforthewholesaler’sinventoryallocation.Weanalyzeequilibriaofthisgame,derivethestructuralpropertiesofplayers’best-responsefunctions,andusethemtoshowtheuniquenessofthesymmetricequilibrium.Oneofourresultsisthatinequilibriumunderthedualstrategyitmaybeoptimalforthewholesalerorforretailerstostocknothing,andthusthedualchannelconvertsintoapuretraditionalorapureDrop-shippingchannel.Weareabletoidentifysimpleconditionsthatleadtosuchboundaryequilibria.Usingpropertiesofsupermodulargamesandderivedpropertiesofthebest-responsefunctions,weconductsensitivityanalysisoftheequilibriumtothechangesinthewholesaleprice,theDrop-shippingmarkup,andtransportationcostparameters.
Wefurthercomparethetraditional,Drop-shipping,anddualchannelsusingnumericalexperiments.Wefindthatwhenthenumberofretailersislarge,thebenefitsofriskpoolingmakeeithertheDrop-shippingorthedualchannelmoreattractivethanthetraditionalchanneltobothretailersandthewholesaler.ThisfindingisconsistentwiththepracticalobservationthatDrop-shippingisoftenusedforbooksandelectronicproducts,twosegmentsinwhichtherearemanyretailers,mostservedbyafewlargewholesalers.Inthedualchannelwefindthatchangesinanycost-relatedparametersresultinthereallocationofinventorybetweenretailersandthewholesaler.Forexample,inthischannel,increasingthemarkupondrop-shippedproducts
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 基于 Internet 供应 选择