所謂的「寄銷存貨」是指供應商將貨物先存放在零售商的貨架空間，直到商品實際銷售後零售商才和供應商結款，此模式可以有效地降低雙方整體的成本。另外，許多文獻指出零售商貨架陳列物品數量常會正向刺激顧客需求；然而過多存貨累積會造成積壓資金運轉並引發無謂成本。且在實務中，零售商貨架空間常有可能不足。
本論文研究單一供應商生產單一具易腐性商品，供貨給單一零售商之寄銷存貨模式，並考慮在零售商一端的顧客需求與其陳列存貨水準正向相關與零售商貨架空間有限的實際條件。本論文建立此供應鏈問題的數學模式，以雙方整體利潤最大化為目標，並尋求零售商的最佳訂購批次量與供應商的最佳運送次數。
最後藉由參數的敏感度分析發現：(一)當零售商的貨架空間逐漸增大到某個上限之前，雙方的整體利潤也會隨著增加；當貨架空間超過此上限時，整體利潤將維持不變；(二)在零售商的貨架空間無上限時，當需求受存貨量的影響係數變大，則零售商的訂購批次量、供應商的運送次數與雙方的整體利潤都會隨著增加；但當存貨耗損率上升時，雙方的整體利潤會下降。

“Consignment inventory” is the process of supplier placing goods at a customer location without receiving payment until after the goods are used or sold and it can be mutually beneficial to both the supplier and the retailer. According to previous studies, displaying numerous goods on the shelf might stimulate customer demand. However, stocking too much inventory may tie up retailer’s capital. In practice, the volume of shelf space should be taken into consideration while trading off the number of goods in display.
This study considers a single-supplier single-retailer supply chain problem with stock-dependent retailer demand; product deterioration and retailer have limited shelf space. In the inventory system, consignment is executed. This study makes two main conclusions. First, as the retailer’s shelf space increases the supplier’s replenishment frequency and joint profit increase. But, joint profit remains unchanged while retailer’s shelf space reaches a limit. Second, in the no shelf space constraint model supplier’s replenishment frequency, retailer’s order quantity and joint revenue increase when demand is highly sensitive to the retailer’s shelf inventory. But the deterioration rate has the negative impact on the joint profit value.

Content
指導教授推薦書
口試委員會審定書
長庚大學博碩士論文著作授權書 iii
摘要 iv
Abstract v
Content vi
List of Figures vii
List of Tables viii
Chapter 1. Introduction - 1 -
1.1 Background and motivation - 1 -
1.2 Research objective - 3 -
1.3 Thesis framework - 3 -
Chapter 2. Literature Review - 6 -
2.1 Stock-dependent demand - 6 -
2.2 Consignment inventory - 8 -
Chapter 3. No shelf space constraint model - 11 -
3.1 The total cost per cycle time of supplier - 14 -
3.2 The total cost per cycle time of retailer - 16 -
Chapter 4. Shelf space constraint model - 22 -
4.1 The total cost per cycle time of supplier - 23 -
4.2 The total cost per cycle time of retailer - 25 -
Chapter 5. Numerical analysis - 30 -
5.1 No shelf space constraint model - 30 -
5.2 Shelf space constraint model - 31 -
Chapter 6. Conclusions - 36 -
Reference - 37 -


List of Figures
Figure 1: The process of this research - 5 -
Figure 2: No shelf space constraint inventory relation between supplier and retailer - 15 -
Figure 3: Shelf space constraint inventory relation between supplier and retailer - 23 -
Figure 4: The relation of retailer inventory level and time - 25 -
Figure 5: The relation between profit and parameter - 33 -


List of Tables
Table 1: Optimal solution and sensitivity analysis - 30 -
Table 2: Optimal solution and sensitivity analysis - 32 -
Table 3: The relation between profit and parameter - 33 -
Table 4: The sensitivity analysis while =120 - 34 -
Table 5: The sensitivity analysis while =150 - 34 -
Table 6: The sensitivity analysis while =180 - 35 -

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