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Strategic Analysis of Dual Sourcing and Dual Channel with an Unreliable Alternative Supplier

机译：替代供应商不可靠的双源双渠道战略分析

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摘要

In today's increasingly interconnected world, co-opetition has emerged as a new business practice among many high-tech firms. The boundaries between cooperation and competition becomes vague, and rivals engage in collaborative activities. This study develops an analytical model to investigate the dual sourcing decision of the original equipment manufacturer (OEM) in the presence of a competitive supplier (i.e., frenemy) as well as a non-competitive supplier who nevertheless suffers from unreliable production yield. We study the competitive supplier's dual channel decision if it prefers operating both component-selling business and self-branded business, and find that the OEM always prefers supplier diversification even though the additional non-competitive supplier is unreliable. Interestingly, our results reveal that the non-competitive supplier's expected profit is unimodal in its production technology level, which suggests the non-competitive supplier may not have incentive to improve its production technology once it reaches a threshold. Furthermore, we analyze the credibility of the competitive supplier's threat to terminate the supply of the components to OEM as a response of OEM's engagement of a new supplier. We show that this termination of component-selling business by competitive supplier is a non-credible threat to prevent OEM from seeking the alternative supplier.
机译：在当今日益相互联系的世界中，竞合已成为许多高科技公司中的一种新商业惯例。合作与竞争之间的界限变得模糊，竞争对手参与了合作活动。这项研究开发了一种分析模型，以调查存在竞争性供应商（即狂暴）以及仍然遭受不可靠产量的非竞争性供应商的情况下原始设备制造商（OEM）的双重采购决策。我们研究竞争性供应商的双渠道决策是否偏向于同时经营部件销售业务和自有品牌业务，并且发现OEM总是更喜欢供应商多元化，即使额外的非竞争性供应商不可靠。有趣的是，我们的结果表明，非竞争性供应商的预期利润在其生产技术水平上是单峰的，这表明一旦达到阈值，非竞争性供应商可能就没有动力去改进其生产技术。此外，我们分析了竞争性供应商威胁的信誉，以终止OEM的零部件供应，以此作为OEM参与新供应商的回应。我们证明，有竞争力的供应商终止零部件销售业务是一种不可信的威胁，可防止OEM寻求替代供应商。

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