American Institute of Mathematical Sciences

Advanced
October  2014, 10(4): 1169-1189. doi: 10.3934/jimo.2014.10.1169

Information sharing in a make-to-stock supply chain

Juliang Zhang 1, and  Jian Chen 2,

1. 

Department of Logistics Management, School of Economics and Management, Beijing Jiaotong University, Beijing, 100044
2. 

Department of Management Science and Engineering, School of Economics and Management, Tsinghua University, Beijing, 100084, China

Received  February 2013 Revised  September 2013 Published  February 2014

This paper addresses how different coordination mechanisms affect the information sharing behavior in a supply chain. We study information sharing in a make-to-stock supply chain under wholesale contract and revenue sharing contract. Under wholesale contract, we show that information sharing is always beneficial to the supplier and identify the conditions ensuring that information sharing is beneficial to the retailer. Under revenue sharing contract, information sharing is beneficial to the supplier, the retailer and the supply chain. This research indicates that whether sharing the demand information is beneficial depends on the coordination mechanism and parameters.
Keywords: make-to-stock, Supply chain management, information sharing, game theory., contract.
Mathematics Subject Classification: Primary: 90B50, 91B06; Secondary: 91A1.
Citation: Juliang Zhang, Jian Chen. Information sharing in a make-to-stock supply chain. Journal of Industrial & Management Optimization, 2014, 10 (4) : 1169-1189. doi: 10.3934/jimo.2014.10.1169
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show all references

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Management Science, 55 (2009), 438-452. Google Scholar

[2]

Working Paper, (1998), Washington University in St. Louis, St. Louis. Google Scholar

[3]

Management Science, 53 (2007), 777-794. doi: 10.1287/mnsc.1060.0654.  Google Scholar

[4]

The MIT Press, Cambridge, Massachusetts, London, England, 2005. Google Scholar

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Management Science, 46 (2000), 1032-1048. doi: 10.1287/mnsc.46.8.1032.12029.  Google Scholar

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Management Science, 5 (2005), 30-44. doi: 10.1287/mnsc.1040.0215.  Google Scholar

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Management Science, 46 (2000), 217-232. doi: 10.1287/mnsc.46.2.217.11923.  Google Scholar

[8]

in Handbooks in Operation and Managements Science: Supply Chain Management (eds. S. Graves and Ton de Kok), North - Holland, (2003). doi: 10.1016/S0927-0507(03)11007-9.  Google Scholar

[9]

Management Science, 55 (2009), 781-797. doi: 10.1287/mnsc.1080.0983.  Google Scholar

[10]

International Journal of Production Research, 49 (2011), 7469-7491. doi: 10.1080/00207543.2010.535037.  Google Scholar

[11]

Working paper, Department of Industrial Engineering and Management Sciences,Northwestern University, Evanston, IL., (2011). doi: 10.1111/j.1937-5956.2011.01284.x.  Google Scholar

[12]

Manufacture and Service Operations Management, 1 (1999), 50-61. doi: 10.1287/msom.1.1.50.  Google Scholar

[13]

Management Science, 54 (2008), 701-715. doi: 10.1287/mnsc.1070.0795.  Google Scholar

[14]

Management Science, 57 (2010), 566-581. doi: 10.1287/mnsc.1100.1295.  Google Scholar

[15]

Computers and Industrial Engineering, 59 (2010), 552-560. Google Scholar

[16]

8th edition, McGraw-Hill, Irwin Companies, 2012 . Google Scholar

[17]

Management Science, 46 (2000), 626-643. doi: 10.1287/mnsc.46.5.626.12047.  Google Scholar

[18]

Management Science, 48 (2002), 1196-1212. doi: 10.1287/mnsc.48.9.1196.177.  Google Scholar

[19]

in Supply Chain Structure: Coordination, Information, and optimization, (eds. J. S. Song and D. D. Yao),Kluwer Publisher, Amsterdam, 2002, 169-214. doi: 10.1007/978-1-4757-6635-6_6.  Google Scholar

[20]

Management Science, 54 (2008), 1467-1481. doi: 10.1287/mnsc.1070.0851.  Google Scholar

[21]

Production and Operations Management, 18 (2009), 152-166. doi: 10.1111/j.1937-5956.2009.01013.x.  Google Scholar

[22]

Management Science, 50 (2000), 445-457. doi: 10.1287/mnsc.1030.0174.  Google Scholar

[23]

Management Science, 57 (2011), 1111-1137. Google Scholar

[24]

Operations Research, 47 (1999), 183-194. doi: 10.1287/opre.47.2.183.  Google Scholar

[25]

Decision Sciences, 33 (2002), 505-536. doi: 10.1111/j.1540-5915.2002.tb01654.x.  Google Scholar

[26]

Journal of Operations Management, 23 (2005), 579-598. doi: 10.1016/j.jom.2004.08.007.  Google Scholar

[27]

Transportation Research Part E- Logistics and Transportation Review, 44 (2008), 361-378. doi: 10.1016/j.tre.2006.12.001.  Google Scholar

[28]

Production and Operations Management, 11 (2002), 531-546. doi: 10.1111/j.1937-5956.2002.tb00476.x.  Google Scholar

[29]

International Journal of Production Economics, 109 (2007), 241-253. doi: 10.1016/j.ijpe.2006.12.051.  Google Scholar

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