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首页> 外文期刊>International Journal of Production Research >The coopetition effect of learning-by-doing in outsourcing
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The coopetition effect of learning-by-doing in outsourcing

机译：外包学习的合作效应

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摘要

Learning-by-doing is a prevailing phenomenon in which a firm's production cost decreases in its production quantity. We build a two-period model to investigate the coopetition effect of learning-by-doing in a supply chain with two competing original equipment manufacturers (OEMs) outsourcing to a common contract manufacturer (CM) whose production exhibits the learning-by-doing effect. Excluding the learning cooperation between OEMs, the learning-by-doing intensifies the price competition to such an extent that OEMs' two-period overall profits could be lower than the case of no learning. Outsourcing to a common CM brings OEMs higher learning benefits which dominate the negative effect of intensified competition. OEMs' two-period overall profits are always higher in this case. Interestingly, increasing the product substitution rate has two opposite effects on the OEMs' overall profits. Under certain condition, OEMs' profits might be increasing in the substitution rate since the positive cooperation effect dominates the negative competition effect. With coopetition effect of learning-by-doing, we show that OEMs' other simpler pricing strategies, such as myopic pricing and uniform pricing, may outperform the strategic differential pricing strategy. Moreover, when the two OEMs are significantly differentiated in market base, the larger OEM may prefer not outsourcing to a common CM due to the coopetition concern. Finally, we find that asymmetric production learning and CM's pricing power have important impacts on OEMs' decisions and profits.
机译：学习是一种普遍存在的现象，其中公司的生产成本在其生产量下降。我们建立了一个两期模型，以调查用两种竞争原始设备制造商（OEM）外包给普通合同制造商（CM）的供应链中的合作效果，其生产展示了逐步效果。除了OEM之间的学习合作，学习的学习将价格竞争加剧了，这在某种程度上，OEMS的两期总利润可能低于没有学习的情况。外包给共同的CM带来OEM高等学效益，这些福利主导了加强竞争的负面影响。在这种情况下，OEM的两期总利润总是更高。有趣的是，增加产品替代率对OEM的整体利润有两个相反的影响。在某些情况下，由于积极的合作效应主导负竞争效应，OEMS的利润可能会增加替代率。随着学习的合作效应，我们展示了OEM的其他更简单的定价策略，例如近视定价和统一定价，可能优于战略差异定价策略。此外，当两个OEM在市场基础上显着差异时，由于合作问题，较大的OEM可能更愿意不会将普通厘米外包给共同的厘米。最后，我们发现不对称的生产学习和厘米的定价能力对OEM的决策和利润产生重要影响。

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