Research on Retailers' Horizontal Information Sharing Strategy for Vendor Managed Inventory Supply Chain

2008 ◽  
Author(s):  
Kong Xiangrong ◽  
Han Botang
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Vendor Managed Inventory ◽  
Sharing Strategy

scholarly journals To share or withhold? Contract negotiation in buyer–supplier–supplier triads

2019 ◽  
Vol 120 (1) ◽  
pp. 98-127
Author(s):  
Xu Chen ◽  
Xiaojun Wang ◽  
Xiaoqiang Zhu ◽  
Joseph Amankwah-Amoah
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Production Cost ◽  
Strategic Choices ◽  
Cost Information ◽  
Operational Decisions ◽  
Content Type ◽  
Contract Negotiation ◽  
Negotiation Strategies ◽  
Sharing Strategy

Purpose This paper seeks to fill the literature gap that lacks of exploring negotiation strategy with competing partners under asymmetric production-cost information. The purpose of this paper is to examine firms’ optimal contract negotiation strategies in buyer–supplier–supplier triads where there are concurrent negotiations between the retailer and two competing manufacturers. Design/methodology/approach The authors consider a two-echelon supply chain, in which the retailer has the option of segmented or unified negotiation policy, whereas the two competing manufacturers can withhold or share production cost information in the negotiation. Based on game theory, the authors derive the manufacturers’ optimal wholesale prices and the retailer’s optimal retail prices with eight possible scenarios. Optimal strategic choices and operational decisions are then explored through the comparative analysis of equilibriums of eight possible scenarios. Findings The authors find that the retailer will adopt different negotiation strategies depending on manufacturers’ decisions on sharing or withholding their production-cost information. When both manufacturers share their production-cost information, the retailer will adopt a unified negotiation policy. The high-efficiency manufacturer should adopt the same information-sharing strategy as the low-efficiency manufacturer in order to gain more profit. Originality/value The modelling helps to bring further clarity in supply chain contract negotiation by offering a conceptual framework to enhance our understanding of the effects of information-sharing strategy and negotiation policy in the negotiation process form the perspectives of all engaging parties. Managerial insights derived from the research will enable retailers and manufacturers to make informed and better strategic and operational decisions to improve market competitiveness.

SUPPLY CHAIN INFORMATION SHARING IN A VENDOR MANAGED INVENTORY PARTNERSHIP

2004 ◽  
Vol 25 (1) ◽  
pp. 101-120 ◽  
Author(s):  
Andres Angulo ◽  
Heather Nachtmann ◽  
Matthew A. Waller
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Vendor Managed Inventory

Survey on the Disaster Preparedness and Business Continuity of Companies in the Great East Japan Earthquake - Improving the Business Value by the Information Sharing and Disclosure of BCPs -

2012 ◽  
Vol 7 (4) ◽  
pp. 363-367
Author(s):  
Yoshiki Hiruma ◽  
◽  
Kentaro Noda ◽  
Keyword(s):  
Supply Chain ◽  
Information Sharing ◽  
Disaster Preparedness ◽  
Business Value ◽  
Business Continuity ◽  
Development Bank ◽  
Continuity Planning ◽  
Backup System ◽  
Sharing Strategy ◽  
Bank Of Japan

This survey, based on a survey conducted by the Development Bank of Japan (DBJ), examines the effectiveness of existing disaster preparedness and business continuity efforts. In this paper, we want to point out the following points to present approaches for improving business continuity capability. First, it is necessary for businesses to share business continuity planning (BCP) information in-house, to expand this function in the future, and to create a mechanism for sharing information within the supply chain and industry groups. Second, the key is in improving business continuity capability for the three elements of: formulating BCP (soft countermeasures), improving response by sharing strategy and strengthening against earthquakes, and implementing hard countermeasures by developing a backup system. Third, it is important to incorporate elements of BCP into core business undertakings in order to ensure that business continuity efforts go beyond temporary measures alone (sustainable BCP).

Information exchange in vendor managed inventory

2007 ◽  
Vol 37 (2) ◽  
pp. 131-147 ◽  
Author(s):  
Astrid Vigtil
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Information Sharing ◽  
Value Chain ◽  
Information Exchange ◽  
Supply Chain Collaboration ◽  
Vendor Managed Inventory ◽  
Content Type ◽  
Sales Forecasts ◽  
Multiple Case

PurposeVendor managed inventory (VMI) is a model for supply chain collaboration gaining ground in multiple industries around the world. Forecasting is one of several means to predict future demand. The purpose of this paper is to identify what types of advance demand data would be valuable to the supplier for successful replenishment planning in cases of VMI, frequency and means of information exchange.Design/methodology/approachThe work is based on a literature review and a multiple case study where both successful and unsuccessful VMI collaboration programs are studied. In all cases, the supplier or the customer was a manufacturer. The discussion is based on case‐observations of causes and effects that are compared with existing literature.FindingsIt is found that current inventory status and sales forecasts are the most important kinds of information to be made available to the supplier in a VMI relationship. This also conforms with the general perception of the literature review. Some kinds of information are found valuable while other kinds are found not to be of importance. It was also found that kinds of information differ with the type of supply chain activities being performed by the customer, i.e. there is a different kind of information recommended when the customer makes to stock than when he is a wholesaler or a manufacturer making to order. This observation has not been discussed in the literature reviewed.Research limitations/implicationsThe value of generalization from case studies is subject to general discussion. The cases applied in this research encompass Norwegian suppliers and dyads at the upstream end of the value chain. Geographically related cultural differences might limit the applicability of this work.Originality/valueThe findings support the existing literature and this paper takes a practitioner's perspective on information sharing. The aim is to offer a comprehensive yet educational view of information sharing and VMI.

Implementation of Vendor Managed Inventory (VMI) in Managing Intra Ocular Lenses (IOL) in Eye Care Organization

2015 ◽  
Vol 2 (9) ◽  
pp. 1 ◽  
Author(s):  
Nancy Sharma
Keyword(s):  
Supply Chain ◽  
Operational Efficiency ◽  
Care Organization ◽  
Healthcare Industry ◽  
Vendor Managed Inventory ◽  
Eye Care ◽  
Inventory Cost ◽  
Innovative Strategies ◽  
Industry Hospital

Nowadays healthcare has a completely changed scenario as compared with the early 90’s. As more and more profit generating hospitals are coming in the industry, hospital and healthcare is no longer remains a charitable or philanthropically act. So to be remain in the market and compete within hospitals need to now focus on the different and innovative strategies in every aspect. Supply chain and operations is one of the important key of any organization which directly impact on business and revenue. Vendor Managed inventory is not a new concept but it is not efficiently utilized in service and healthcare industry as of now. Some retail and automobile industries has utilized the concept and also able to reduce the inventory cost with manageable position of stock out and over stocking position. As hospital’s key functioning is to deal with life of patients on day to day so position of material need to be necessarily on right time and right place. This paper is based on the insight of the application of vendor managed inventory in the management of inventory for the IOL (Intra ocular lenses) that is used for the surgeries in the eye hospital. We will also study the questionnaire on the acceptability of the concept of vendor managed inventory in the hospital that will help to assess the acceptability of VMI in hospital and healthcare industry. Also a framework matrix is designed to understand the relation of VMI with the revenue earning and smoothening of operational efficiency.

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