Under a consignment contract with revenue sharing, a supplier decides on the retail price and delivery quantity for his product, and retains ownership of the goods; for each item sold, the retailer deducts a percentage from the selling price and remits the balance to the supplier. In this paper we show that, under such a contract, both the overall channel performance and the performance of individual firms depend critically on demand price elasticity and on the retailer's share of channel cost. In particular, the (expected) channel profit loss, compared with that of a centralized system, increases with demand price elasticity and decreases with retailer's cost share, while the profit share extracted by the retailer decreases with price elasticity and increases with retailer's cost share. With an iso-price-elastic demand model, we show that the channel profit loss cannot exceed 26.4%, and that the retailer's profit share cannot be below 50%. When price elasticity is low, or when the retailer's cost share approaches 100%, or both, the retailer can extract nearly all the channel profit that is almost equal to the centralized channel profit.consignment sales, revenue sharing, supply chain management

We consider duopoly models where firms make decisions on capacity, production, and price under demand uncertainty. Capacity and price decisions are made, respectively, ex ante and ex post demand realizations. The interplay between the timings of demand realization and production decision endows firms with different capabilities. Flexible firms can postpone production decisions until the actual demand curve is observed, but inflexible firms cannot. Under general demand structures and cost functions, we characterize the equilibrium for a symmetric duopoly and establish the strategic equivalence of price and quantity competitions when firms are flexible. We investigate the stochastic order properties of capacity and profit and show that they both increase for a flexible firm when the market is more volatile. We find that flexibility allows a firm to increase investment in capacity and earn a higher profit while benefiting customers by keeping the price in a narrower range; strategic equivalence implies that these properties are robust to market conjectures. We also show that flexibility plays an important role in mitigating the destructive effect of competition when the demand shock is additive; the destructive effect is nonexistent for firms facing multiplicative demand shock. When flexibility decision is endogenous, a firm's strategic flexibility choice depends on the cost of technology as well as the nature of demand shock. In particular, faced with a multiplicative demand shock, firms always choose to be inflexible, whereas all the possible equilibria are observed under additive demand shocks.postponement, flexibility, duopoly, Cournot competition, Bertrand competition

Whether the upstream and downstream members in a supply chain (considering environmental objectives) simultaneously stabilize economic benefits has become an important problem in the process of green development. However, few quantitative studies on green supply chains have considered environmental and economic benefits to realize multi-objective optimization. To study operation and cooperation strategies with a consideration of the different objective on the level of supply chain, we first establish a green supply chain game model with profit and environment objectives simultaneously considered by the manufacturer. Then, we analyze the multi-objective decisions of the supply chain members under centralized control using a manufacturer-led Stackelberg game and revenue-sharing contract. Using the manufacturer's environmental preference as a variable, the effects of environmental benefits on the supply chain are also investigated. Finally, this study determines that the manufacturer's profit will be reduced after considering the objective of environmental benefits, while the retailer's profit, product greenness, and environmental benefits will be improved. Meanwhile, the total profit of the green supply chain will first increase and then decrease. In particular, a revenue-sharing contract can facilitate the coordination of multiple objectives; in this way, both the manufacturer and the retailer achieve higher profits and environmental benefits compared to a decentralized control condition, which is of great significance in achieving a win-win situation for the economy and the environment.

In a decentralized assembly supply chain, independent suppliers produce a set of complementary components from which an assembler assembles a final product and sells it to the market. In such a channel, several competitive forces interact with one another to affect the price and quantity decisions of the firms involved. These include: (1) the direct competition each supplier faces for producing the same component, (2) the indirect competition among the suppliers producing the set of complementary components needed for assembling the final product, and (3) the vertical interaction between the assembler and the component suppliers. This paper shows that the direct competition that one supplier faces helps improve the performance of the assembler and all the other suppliers in the channel; and surprisingly, it can help improve the performance of this particular supplier facing the competition as well. Second, the assembler benefits from a merger of suppliers producing different components in the complementary set. Furthermore, the assembler prefers a merger of suppliers with less direct competition over a merger of suppliers with more direct competition.supply chain management, noncooperative games, assembly systems, price-production decisions

A common phenomenon that occurs in any decentralized multilocation system is stock imbalance, whereby some locations have unsatisfied demands while others are overstocked. The system can be rebalanced by using a search process that is driven by either the customers or the retailers. In a customer-driven search (CDS), the customer with unmet demand may search for the product at another location and, if it is available, complete the purchase. In a retailer-driven search (RDS), the retailer with unsatisfied demand searches for product and schedules transshipment to fulfill the unmet demand at his location. Of course, the revenues generated through search in RDS need to be shared between the parties according to a transfer pricing scheme. In a setting of one manufacturer and two retailers with price-dependent and random demand, we explore the impact of the search method and the transfer price scheme used on the preferences of the manufacturer, the retailers, and the customers. With endogenous retail prices, we find that both the manufacturer and the retailers prefer RDS over CDS when they can design the transfer pricing scheme in RDS. Interestingly, neither party prefers the fixed transfer pricing scheme commonly assumed in the literature. Instead, transfer price that is proportional to the price of the retailer with either excess stock or excess demand is preferred. However, although both parties favor an RDS system when they can design the transfer pricing scheme in RDS, they may prefer RDS or CDS when the other party designs the RDS. Thus, the interests of the manufacturer and the retailers are rarely aligned. Customers benefit from a lower price in an RDS but at the expense of lower availability (as measured by the level of safety stock).multilocation system, competition, search, inventory, pricing, information systems