供需风险下的产品柔性策略

Yimin Wang, S. Webster
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引用次数: 5

摘要

问题定义:随着全球不确定性的增加,供应链管理人员面临着越来越大的压力,他们需要制定适应供需风险的战略。虽然产品灵活性是一种众所周知的适应风险的策略,但对于由不可靠的主要供应商和可靠的备用供应商组成的供应网络的最佳灵活性配置,没有明确的指导。学术/实践相关性:现有文献独立考察了主要和备用供应商的灵活性价值。对于一个风险中性的公司,研究表明:(a)通过替换两个专用供应商(在没有备用供应的情况下)来增加主要供应商的灵活性总是有益的,(b)增加可靠的备用供应商的灵活性(在主要供应商缺乏产品灵活性的情况下)总是有价值的。然而,目前尚不清楚如何将灵活性纳入一个既有不可靠的主要供应商又有可靠的备用供应商的供应网络。本研究探讨是否应将弹性纳入主要供应商、备用供应商或两者。方法:我们开发了一个规范模型来分析灵活性何时有益,何时有害。结果:与没有灵活性的基本情况相比,我们证明了在主要或备用供应商中加入灵活性总是有益的。然而,将灵活性纳入主要和备用供应商可能会适得其反,因为即使灵活性是无成本的,供应链的性能也会随着灵活性的饱和而下降。一个关键的原因是,在一个不可靠的供应商中整合灵活性的风险聚集效应会在一个备用供应商中嵌入灵活性时变得更加突出。管理意义:本研究通过说明灵活性并不总是有益的,从而改进了对灵活性的现有理解。当有选择时,公司应该优先考虑将灵活性纳入可靠的备用供应商。
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Product Flexibility Strategy Under Supply and Demand Risk
Problem definition: With heightened global uncertainty, supply chain managers are under increasing pressure to craft strategies that accommodate both supply and demand risks. Although product flexibility is a well-understood strategy to accommodate risk, there is no clear guidance on the optimal flexibility configuration of a supply network that comprises both unreliable primary suppliers and reliable backup suppliers. Academic/practical relevance: Existing literature examines the value of flexibility with primary and backup suppliers independently. For a risk-neutral firm, research shows that (a) incorporating flexibility in a primary supplier by replacing two dedicated ones (in absence of backup supply) is always beneficial and that (b) adding flexibility to a reliable backup supplier (in absence of product flexibility in primary suppliers) is always valuable. It is unclear, however, how flexibility should be incorporated into a supply network with both unreliable primary suppliers and reliable backup suppliers. This research studies whether flexibility should be incorporated in a primary supplier, a backup supplier, or both. Methodology: We develop a normative model to analyze when flexibility benefits and when it hurts. Results: Compared with a base case of no flexibility, we prove that incorporating flexibility in either primary or backup suppliers is always beneficial. However, incorporating flexibility in both primary and backup suppliers can be counterproductive because the supply chain performance can decline with saturated flexibility, even if flexibility is costless. A key reason is that the risk-aggregation effect of consolidating flexibility in an unreliable supplier becomes more salient when flexibility is already embedded in a backup supplier. Managerial implications: This research refines the existing understanding of flexibility by illustrating that flexibility is not always beneficial. When there is a choice, a firm should prioritize incorporating flexibility in a reliable backup supplier.
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