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研究生:黃愷宥
研究生(外文):Kai-You Huang
論文名稱:基於服務邏輯下的供應契約價值分析
論文名稱(外文):Value analysis of supply contracts based on the service dominant logic
指導教授:周雍強周雍強引用關係
指導教授(外文):Yon-Chun Chou, Ph.D.
口試委員:洪一薰藍俊宏
口試日期:2019-07-29
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:工業工程學研究所
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2019
畢業學年度:107
語文別:中文
論文頁數:64
中文關鍵詞:供應契約服務主導邏輯局部服務貝式學習價值網路
DOI:10.6342/NTU201902507
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本研究旨在運用service-dominated logic以拋棄當前供應契約協同方法來開發一種更全面的方法來評估供應契約給予零售商的價值,重點關注三種流行的契約類型:wholesale pricing、buy-back及revenue-sharing,並分別以靜態模型與動態模擬進行雙佔市場中的價值分析。
在service-dominated logic下,價值的提取並非僅在垂直結構內提取,零售商、供應商、競爭對手及最終顧客形成了一價值網絡,價值的衡量應當擴及整個價值網絡,因此每個合同的靈活性是重要標準,而協同空間的大小反應了合同的靈活性,零售商應選擇有較大協同空間的契約類型,如此一來零售商有更多的靈活性去面對雙佔的競爭市場且可有更多機會去創造價值。
服務常被預期可有效提高零售商在競爭市場的競爭能力並可降低需求的不確定性,新服務可能影響需求偏移、需求偏移,抑或兩者兼之,當新服務投入後需求發生變化,零售商需在時間與資訊價值間權衡,並盡快做出適應性決策,而新服務的價值即藉由兩個動態適應性決策來證實,分別是一次補退貨決策及服務強度的調整。先前研究顯示,服務已被評估為有效可提高零售業者能力的一種策略,因此契約的協同已不再是契約設計的重點,相反的,契約的彈性及靈活性才是契約的價值。
當retailer進行一系列的賦能策略,無論協同與否供應鏈的效率都會提升,因此協同不應成為契約設計的硬性條件,契約設計應當考慮到訂購時的彈性與對整個價值網絡產生的價值。
Supply contracts are a primary mechanism for supply chain integration. Past studies have focused on achieving decision coordination. Comparing contract types in order to shed light on contract select is still an open research issue. In this paper, the principle of service-dominant logic is applied to evaluate and compare three major supply contracts.
We regard a supply contract as a service that is offered by the supplier and utilized by firm 2 to enhance her capability. Following S-D logic, the value of a service is determined not by its provider but by its customer in her use of the service. Thus, the value of a supply contract does not reside in the internals of the vertical structure. On the contrary, the value should be evaluated on how the contract improves the competitiveness of firm 2 in the duopoly. Our model of value evaluation comprises two key components: (1) evaluating coordinative space and (2) utilizing the operant resource and creating strategic benefits.
Retailers, suppliers, competitors and end customers form a value network. The measurement of value should be extended to the entire value network, so the flexibility of contract is an important criterion, and the size of the coordinative space reflects the flexibility of the contract. Retailers should choose the type of contract with greater space, so that retailers have more flexibility to face the competitive market, and there are more opportunities to create value.
We consider multiple candidates of new services. A new service might affect either θ or the demand uncertainty, or both. The value of new services is demonstrated with two dynamic actions: one final replenishment and adjusting the level of service intensity. Previous studies have shown that services have been evaluated as effective strategies to increase the ability of retailers, so coordination is no longer the focus of contract design. Conversely, the flexibility of contracts is the value of contracts.
With the empowerment, the performance of supply chain will be improved, whether coordination or not. Coordination should not be the hard requirement for contract design.
口試委員會審定書 #
誌謝 i
中文摘要 ii
ABSTRACT iii
CONTENTS iv
LIST OF FIGURES vii
LIST OF TABLES viii
Chapter 1 Introduction 1
1.1 研究背景 1
1.2 問題描述 2
1.3 研究目標 5
1.4 研究限制 5
Chapter 2 Literature review 6
2.1 價格敏感之不確定需求函數 6
2.2 供應契約 7
2.2.1 Newsvendor model 7
2.2.2 Wholesale pricing contract 8
2.2.3 Buy-back contract 9
2.2.4 Revenue sharing contract 9
2.3 Service-dominated logic 9
Chapter 3 Deficiency of static models in value analysis 12
3.1 雙佔市場的均衡態 12
3.2 Newsvendor 模型假設 13
3.3 Coordinative space 13
3.3.1 Coordination condition 13
3.3.2 Coordinative space 14
3.4 契約設定 16
3.5 比較靜態模型 18
3.5.1 保持銷售價格不變 19
3.5.2 價格競爭 19
3.5.3 Subtle pricing 20
3.5.4 改善產品定位 22
3.5.5 小結 27
Chapter 4 Valuation of sensing and responding capability 28
4.1 服務的作用 28
4.2 服務的價值 31
4.3 delta及gamma的估計 32
4.4 採取服務後之決策 34
4.4.1 服務強度決策 35
4.4.2 補退貨決策 35
Chapter 5 Value of enabling new services 38
5.1 數例設定 38
5.2 需求變異之決策分析 38
5.2.1 Scenario 1:gamma=0.8 39
5.2.2 Scenario 2:gamma=1.2 42
5.2.3 小結 46
5.3 需求偏移之決策分析 47
5.4 需求偏移及變異之決策分析 48
5.4.1 Class 1服務: delta=0.02,gamma=1.2 49
5.4.2 Class 2服務: delta=-0.02,gamma=1.2 49
5.4.3 Class 3服務: delta=-0.02,gamma=0.8 50
5.4.4 Class 4服務: delta=0.02,gamma=0.8 51
5.4.5 小結 52
5.5 契約討論 53
Chapter 6 Conclusion 56
Reference 57
Appendix A 59
Appendix B 60
Appendix C 61
Appendix D 64
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