یک استراتژی مشترک برای سیستم موجودی رو به وخامت با اقلام ناقص و اعتبارات تامین کننده

In this study, we develop a deteriorating inventory system consisting of one supplier and one buyer. The system considers supplier–buyer collaboration and trade credit. The objective is to maximize the total profit of the whole system when shortage is completely backordered. In order to entice buyer and compensate his shortage loss, the supplier allows the buyer's permissible delay in payment. Four proposed mathematical scenarios demonstrate how a collaborative approach to decision making can achieve a global optimality. A negotiation mechanism is incorporated to share fairly the profit between the players. The sensitivity analysis of the demand rate, replenishment rate, deterioration factor and other related parameters show that the collaboration strategy and the deterioration factor have significantly affected the total profit.

Recently, due to rising costs, globalization, decreasing resources, shortening product life cycles and quicker response time, increasing attention has been placed on supply chain collaboration. Supply chain collaboration is when members in a supply chain have a common objective to construct a collaborative network and share information, such as sales and stock levels. Through collaboration, different facilities develop their partnership to achieve long-term benefits and global optimality of the system (Chikán, 2007). This study discusses a high-priced item for a monopolistic market channel. Imperfect items are produced due to faulty production process, damaged items and breakages during handling or transport; therefore the lot sizes produced/received may contain certain percentage of defective items. The imperfect items may cause shortages and lead to massive losses for the buyer. Due to our monopolistic market assumption, there is only one supply source. Therefore, the supplier has a close vender–buyer relationship with the buyer. Thus, complete backorder for the defective items and trade credit financing as compensation are assumed to maintain the win–win relationship. In order to compare the effects regarding collaboration and compensation, we classify the decision-making policies into four types according to the relationship of the supplier and the retailer (buyer). The scenario matrix is shown in Fig. 1. Scenario 1 is an individual model and the decisions of the supplier and retailer are independently made. Scenario 2 is also an individual model except the retailer is more dominant than the supplier, supplier offers a permissible delay in payment as compensation and entice buyer to buy more. Scenario 3 is a collaborative model without permissible delay in payment because the supplier is more dominant than the retailer. Scenario 4 considers both compensation and collaboration. Full-size image (13 K) Fig. 1. Four decision-making scenarios are characterized by the relationship of the supplier and the retailer. Figure options Scenario 1 and Scenario 4 often are used in a two leader supply chain (SC) where both supplier and retailer are dominant. The choice of policy is dependent on their cooperative relationship. In Scenario 4, supplier and buyer have a close relationship, and form a strategic alliance. The decision in Scenario 2 is from the retailer's perspectives. The retailer is a leader in the SC. WAL-MART is a typical example for this scenario. Scenario 3 is from the supplier's perspectives. The supplier is a leader in the SC. INTEL is a typical example for this scenario. Comparing the effects of the four scenarios, this study develops a win–win collaborative strategy model for deteriorating items with permissible delay in payment, finite replenishment rate and price sensitive demand. To ensure mutually beneficial strategy, a negotiation factor is incorporated to enable profit sharing between both players.

In this study, four scenarios are developed to optimize the finite replenishment rate policy for a deteriorating inventory system with imperfect items, price-sensitive demand and supplier credits. The numerical example demonstrates that the supplier-buyer collaboration results in an extra profit gain of approximately 6.16%. The win-win collaboration strategy with the compensation and the profit-sharing policies is the most beneficial for both players. The compensation policy is used when the supplier allows the buyer's permissible delay in payment to make up the buyer's shortage loss. The profit-sharing policy is used to ensure mutually beneficial strategy. Sensitivity analysis shows that the consideration of collaboration strategy and credit term for an inventory system with backordering is significant, especially for the price-sensitive demand items. Furthermore, when the supplier's replenishment rate decreases, collaboration results in more profit. Using an integrated approach that takes into account the perspectives of both players, an integrated optimization is found. Our results indicate that the percentage of the extra total profit is significant when both the collaborative strategy and the deterioration factor are considered. The results of this study provide managerial insights to efficient supply chain management.