竞合供应链的采购与质量决策研究

研究由原始设备制造商、竞争供应商与非竞争供应商构成的竞合供应链中原始设备制造商的采购决策，并分析了品牌效应、竞争供应商的模仿能力、非竞争供应商的原材料供应能力对采购模式选择与质量决策的影响。结果表明，双源采购对原始设备制造商而言是最优的采购策略；竞争供应商模仿能力较小时，原始设备制造商决策的产品质量随竞争供应商模仿能力的增大而提高，而当竞争供应商的模仿能力较大时，其模仿能力的增强会导致原始设备制造商降低产品的质量；原始设备制造商的品牌效应可以降低竞争供应商的竞争程度；非竞争供应商提高原材料供应能力并不一定能为自己带来更高的利润。本文考虑品牌效应和竞争供应商模仿能力等对原始设备制造商质量和采购决策的影响，扩展了现有的研究。

Research on Purchasing and Quality Decision of Coopetition Supply Chain

As economic globalization and supply chain networks have become more complex, the boundaries between cooperation and competition have become blurred. "Coopetition" has become a new business practice for many high-tech companies. Therefore, manufacturers should consider the problem that whether to purchase from a supplier with a competitive relationship, or to widen the difference between products by improving quality. The original equipment manufacturer(OEM) procurement and quality decisions in the presence of a competitive supplier with reliable supply capabilities and a non-competitive supplier with unreliable supply capabilities are studied. Three procurement models are considered, namely OEM procurement only from the competitive supplier, OEM procurement only from the non-competitive supplier and OEM dual sourcing procurement model, through theoretical and numerical simulation analysis of OEM brand effect, the competitive supplier' imitation ability and the influence of the supply capacity of the non-competitive supplier on decision variables and profits. It is found that the product quality of OEM decision-making improves, with the increase of its own brand effect, and the degree of competition of the competitive supplier could be reduced by the brand effect. Dual sourcing procurement is the best procurement strategy for OEM. When the imitating ability of the competitive supplier is small, the product quality of OEM decision-making improves as the imitating ability of the competitive supplier increases. When the imitating ability of the competitive supplier is large, the enhancement of its imitating ability will cause the OEM to reduce the quality of the product. The non-competitive supplier's ability to increase raw material supply does not necessarily bring higher profits for itself.