Share or not share: the optimal logistics service strategy in a dual-channel e-commerce supply chain

Guo, Xin; Gao, Kai; Wang, Shanshan

doi:10.1007/s10660-022-09613-0

Cited by 7 publications

(11 citation statements)

References 55 publications

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“…, 2021; Guo et al. , 2022a, b). For example, Desai and Purohit (1998) consider the effect of product depreciation rates and investigate how the supplier sells and shares cars in the automotive industry.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Guo et al. (2022a, b) considering logistics services capacity sharing between the manufacturer and the e-commerce seller, investigate the impact of sharing logistics services capacity on firms' decisions and profit. Li and Li (2023) further consider whether an e-commerce platform builds its logistics to share its logistics capacity, and study the interaction mechanism between the self-built logistics decision of the e-commerce platform and the platform entry decision of the manufacturer.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Guo et al. (2022a, b) further consider the impact of platform commission rates and offline operating costs and study whether the supplier shares capacity directly offline or through the third-party platform. Xiao and Cao (2023) consider the impact of users' perceived value and usage demand, investigate whether the supplier joins the third-party platform to share capacity and analyze whether the supplier builds its own platform to share capacity in the absence of the third-party platform.…”

Section: Literature Reviewmentioning

confidence: 99%

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Research on sales and sharing decisions of the equipment supplier under shared manufacturing environment

Li,

Dan,

Zhang

et al. 2023

IMDS

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PurposeWith the rapid development of the sharing economy in manufacturing industries, manufacturers and the equipment suppliers frequently share capacity through the third-party platform. This paper aims to study influences of manufacturers sharing capacity on the supplier and to analyze whether the supplier shares capacity as well as its influences.Design/methodology/approachThis paper deals with conditions that the supplier and manufacturers share capacity through the third-party platform, and the third-party platform competes with the supplier in equipment sales. Considering the heterogeneity of the manufacturer's earning of unit capacity usage and the production efficiency of manufacturer's usage strategies, this paper constructs capacity sharing game models. Then, model equilibrium results under different sharing scenarios are compared.FindingsThe results show that when the production or maintenance cost is high, manufacturers sharing capacity simultaneously benefits the supplier, the third-party platform and manufacturers with high earnings of unit capacity usage. When both the rental efficiency and the production cost are low, or both the rental efficiency and the production cost are high, the supplier simultaneously sells equipment and shares capacity. The supplier only sells equipment in other cases. When both the rental efficiency and the production cost are low, the supplier’s sharing capacity realizes the win-win-win situation for the supplier, the third-party platform and manufacturers with moderate earnings of unit capacity usage.Originality/valueThis paper innovatively examines supplier's selling and sharing decisions considering manufacturers sharing capacity. It extends the research on capacity sharing and is important to supplier's operational decisions.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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Research on sales and sharing decisions of the equipment supplier under shared manufacturing environment

Li,

Dan,

Zhang

et al. 2023

IMDS

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show abstract

“…The e‐tailer provides better logistics and return services, which can bring the higher consumer utility. Moreover, Guo et al (2022) points out that some e‐tailers have built their own logistics service system and offer high quality logistics services. In the extended model, we will consider the case when

β \geq 1

.…”

Section: Modelmentioning

confidence: 99%

Strategic cooperation of live‐stream platform in e‐commerce

Wang

Guo

2023

Manage Decis Econ

Self Cite

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Many live‐stream platforms (LSPs) have sought cooperation with e‐tailers or/and manufacturers. Considering the existing cooperation modes, we propose models to examine the optimal cooperation mode. Our study shows that the LSP benefits from cooperating with both firms. Moreover, the manufacturer profits from the LSP only cooperating with itself, while the e‐tailer may profit from the LSP only cooperating with itself or the manufacturer. The consumers benefit from the LSP only cooperates with one firm. We further consider the case where the manufacturer's LS channel is not inferior to the e‐tailer's channels and examine the equilibrium strategies for players and consumers.

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“…With 13 operating centers and a network of more than 300 trunk lines in China, consumers in more than 1400 cities, districts, and counties across the country can enjoy the same-day or next-day delivery service. A common practice of the aforementioned online retailers is to share their logistics service with third-party sellers (Guo et al, 2022;Qin et al, 2020). In 2016, JD.com established the logistics sharing alliance (LSA) to share its logistics service with third-party sellers that sold goods through the platform.…”

Section: Introductionmentioning

confidence: 99%

Impact of the introduction of marketplace channel on e‐tailer's logistics service strategy

et al. 2023

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We recently observe that some giant e-tailers (e.g., Amazon and JD.com) introduce marketplace channels by allowing third-party sellers to sell products through their platforms. Logistics service acts as a vital role in the operation of online platforms. In practice, the platform can outsource logistics service to third-party logistics providers (named as a third-party logistics strategy) or establish a self-run logistics network to distribute products (named as a self-run logistics strategy). This paper investigates the e-tailer's logistics service strategy in the presence of the marketplace channel's introduction. We reveal that the cost of logistics service plays a major role in determining the optimal logistics strategy. The self-run logistics strategy provides a low logistics service cost to the platform, which results in a higher consumer surplus in comparison with the third-party logistics strategy. Further, we find that when the logistics service cost is low, the platform prefers to establish self-run logistics in the presence of the marketplace channel. Finally, our results show that under the thirdparty logistics strategy, the platform benefits from the marketplace channel in the presence of an intermediate commission fee and a low discount factor. Based on game-theoretic models, some managerial insights are suggested for online retailers to choose the optimal logistics service strategy in the presence of introducing the marketplace channel.

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Share or not share: the optimal logistics service strategy in a dual-channel e-commerce supply chain

Cited by 7 publications

References 55 publications

Research on sales and sharing decisions of the equipment supplier under shared manufacturing environment

Research on sales and sharing decisions of the equipment supplier under shared manufacturing environment

Strategic cooperation of live‐stream platform in e‐commerce

Impact of the introduction of marketplace channel on e‐tailer's logistics service strategy

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