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Sourcing Decisions with Competitive Suppliers and Imperfect Information

机译：竞争性供应商的采购决策和信息不完善

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摘要

Manufacturers often must choose between outsourcing and producing internally. This choice is complex and influenced by a variety of factors, including the costs and capabilities of the potential suppliers. In addition, if the manufacturer outsources, he must design the sourcing process. We study the manufacturer's outsourcing decision, with a focus on the impact of the sourcing process on that decision. We consider a setting in which the manufacturer has imperfect information regarding the suppliers' costs and capabilities, and we assume that the manufacturer uses a two-stage sourcing process. The first stage is the qualification stage, in which the manufacturer seeks to reduce the uncertainty regarding the suppliers' capabilities. The second stage is the supplier selection stage, in which the manufacturer selects among the qualified suppliers on the basis of price. We first characterize the optimal design of the two-stage process, and then consider the outsourcing decision. We demonstrate several trade-offs. Vertical integration enables the manufacturer to reduce uncertainty and extract all of the profits of production. However, outsourcing enables the manufacturer to take advantage of the (potentially) lower costs and higher capabilities of the suppliers, particularly if competition between suppliers can be encouraged. We find that the manufacturer is more likely to vertically integrate when the warranty cost and the cost of exerting effort during qualification are large, and when there is significant uncertainty regarding the suppliers' capabilities. The manufacturer is more likely to outsource when the suppliers' costs (capabilities) are low (high), and when the number of suppliers is large.
机译：制造商通常必须在外包和内部生产之间进行选择。这种选择很复杂，并受多种因素的影响，包括潜在供应商的成本和能力。此外，如果制造商外包，则他必须设计采购流程。我们研究制造商的外包决策，重点是外包过程对该决策的影响。我们考虑一种环境，在这种环境下，制造商对供应商的成本和能力的信息不完善，并且我们假设制造商使用了两阶段的采购过程。第一阶段是鉴定阶段，在该阶段中，制造商试图减少有关供应商能力的不确定性。第二阶段是供应商选择阶段，其中制造商根据价格从合格的供应商中进行选择。我们首先描述两阶段流程的最佳设计，然后考虑外包决策。我们展示了一些折衷方案。纵向整合使制造商可以减少不确定性并提取所有生产利润。但是，外包使制造商可以利用（潜在地）更低的成本和供应商的更高能力，特别是如果可以鼓励供应商之间的竞争。我们发现，当保修成本和在鉴定过程中付出的努力成本很大，并且供应商的能力存在很大的不确定性时，制造商更有可能进行纵向整合。当供应商的成本（能力）较低（较高）并且供应商的数量较大时，制造商更倾向于外包。

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  • 来源
    《Decision Sciences》 |2014年第2期|229-254|共26页
  • 作者

    Yue Jin; Jennifer K. Ryan; Walter Yund;

  • 作者单位

    Bell Labs Ireland, Alcatel-Lucent, Blanchardstown Industrial Park, Blanchardstown, Dublin 15, Ireland;

    Department of Industrial and Systems Engineering, Rensselaer Polytechnic Institute, 110 8th Street, Center for Industrial Innovation, Suite 5015, Troy, NY, 12180;

    Complex Systems Engineering, GE Global Research, Niskayuna, NY, 12309;

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  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

    Auctions and Bidding; Competition; Sourcing; and Supply Chain;

    机译：拍卖和招标;竞争;采购;和供应链;

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