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Coordinating a Semi-Centralized Global Production Network Through Different Levels of Headquarters Involvement

机译：通过不同层次的总部参与协调半集中的全球生产网络

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摘要

Motivated by our experience with a global company, we propose and study the concept of a semi-centralized supply chain and analyze its coordination issues. We focus on a supply chain consisting of a home plant and a foreign branch, both of which are under the same parent company but have considerable autonomy. The role of the home plant is to provide a key component to the foreign branch with guaranteed service (required by the headquarters). Because of a high fixed order cost, the branch orders the component rather infrequently, causing high expediting costs at the home plant. Our purpose is to help the headquarters to improve the supply chain efficiency. We show that under certain conditions, the headquarters can coordinate the supply chain by setting an upper bound on the expediting frequency. If these conditions fail to hold, a simple fixed cost-sharing contract coordinates the supply chain. When centralized control is too costly or infeasible, the headquarters may delegate the contract design rights to the subunits. If the home plant receives the rights, the supply chain performance can be significantly improved (sometimes to near optimality). These results provide guidance to the headquarters on whether, when, and to whom to delegate the coordination initiatives.
机译：基于我们在一家跨国公司的经验，我们提出并研究了半集中式供应链的概念并分析了其协调问题。我们专注于由本地工厂和国外分支机构组成的供应链，这两个工厂都在同一母公司下，但拥有相当大的自主权。本地工厂的作用是为国外分支机构提供关键组件，并保证其服务（总部要求）。由于较高的固定订单成本，分支机构很少订购该组件，从而导致在本国工厂的高加急成本。我们的目的是帮助总部提高供应链效率。我们表明，在某些条件下，总部可以通过设定加急频率的上限来协调供应链。如果无法满足这些条件，则可以通过简单的固定成本分摊合同来协调供应链。当集中控制的成本太高或不可行时，总部可以将合同设计权下放给子单位。如果本国工厂获得该权利，则供应链绩效可以得到显着改善（有时接近最佳状态）。这些结果就是否，何时以及向谁委托协调计划提供了指导。

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