Search Results (4)

To explore the operation strategy of battery leasing and battery swapping services (the two services), this paper constructs a battery swapping supply chain consisting of the battery manufacturer and the vehicle company. Taking the battery manufacturer as a core enterprise, this paper examines four service operation strategies: two self-operated services, self-operated battery swapping services, self-operated battery leasing services and two outsourcing services. Through comparative analysis, the findings indicate that the optimal strategy for the battery manufacturers depends on the vehicle body price. Specifically, when the vehicle body price is low, self-operating both services maximizes profitability and effectively stimulates demand for battery-swapping vehicles. Conversely, when the price is high, a complete outsourcing strategy is preferable, as it is the most effective way to stimulate battery-swapping vehicle demand. Similarly, the optimal strategy for the vehicle company is influenced by the vehicle body price. The vehicle company should provide the two services only when the vehicle body price is low; otherwise, they should focus on producing battery-swapping vehicles. Moreover, to stimulate demand for battery-swapping services, the determination of the optimal strategy is contingent upon several key variables, including the vehicle body price, the battery-swapping service price sensitivity, and the battery-swapping operating cost-sharing ratio. Full article

In wireless sensor networks, terminal devices with restricted cost and size have limited battery life. Meanwhile, these energy-constrained devices are not easy to access, especially when the terminal devices are located in severe environments. To recharge the energy-constrained devices and extend their network service time, unmanned aerial vehicles (UAVs) equipped with wireless power chargers are leased by the third-party control center. To incent the participation of UAVs with different charging capabilities and ensure the strategy-proofness of the incentive mechanism, a hidden information based contract theory model, specifically adverse selection, is introduced. By leveraging individual rationality and incentive compatibility, a contract theory based optimization problem is then formulated. After reducing redundant constraints, the optimal contract items are derived by Lagrangian multiplier. Finally, numerical simulation results are implemented to compare the prepared algorithm with three other baselines, which validates the effectiveness of our proposed incentive mechanism. Full article

Considering the impact of the battery leasing service and battery swapping service on the vehicle supply chain operation mode, a vehicle supply chain with a vehicle manufacturer and a battery asset company is investigated. Decision models are formulated in three cases: (a) both battery leasing and battery swapping services are provided by the vehicle manufacturer; (b) both services are provided by the battery asset company; (c) the battery swapping service is provided by the vehicle manufacturer and the battery leasing service by the battery asset company. The optimal decisions for the vehicle manufacturer and the battery asset company in the three cases are derived and compared. The results show that: (1) When the battery leasing increasing time cost coefficient is smaller, it is advisable for the vehicle manufacturer to provide both services; otherwise, the vehicle manufacturer should only provide the battery swapping service. (2) The battery asset company should actively provide-the battery swapping service, since the provision of the battery swapping service can increase its profit. (3) The mode of the vehicle manufacturer providing both services is optimal for the supply chain. (4) When the battery asset company provides battery leasing service, the vehicle manufacturer can “free ride” to enjoy the benefits of the battery asset company extending battery leasing time. (5) With the high cost of new energy vehicles (NEVs) limiting their development in China, extending the battery leasing increasing time is an effective measure to facilitate the diffusion of new energy vehicles (NEVs). Full article

OEMs need to take action to cope with the changes brought about by the shift to the electric powertrain. As EVs gain market share, revenue pools along the value chain will change significantly. Higher battery costs, decreased fuel and energy revenues, less aftermarket potential, increased variabilization of costs, more value-added services and additional revenues from recycling are all factors affecting revenue and profit pools. To adapt to these changes, OEMs need to proactively secure their future business. They can capture value in new EV components, make leasing/service their main sales channel, leverage lower variable costs or explore recycling. There is tremendous potential for suppliers of components for the new electrified powertrain. OEMs will assume a large portion of the additional value-added especially at first, but this will decline as specialization rises. The expected growth in EV and PHEV depends heavily on driving down battery costs. Even if these costs are successfully lowered, electric vehicles will still cost significantly more than vehicles with internal combustion engines. However, not enough customers are willing to pay the difference, at least in a traditional purchase. Yet viable alternatives exist if they are marketed correctly. New and existing services can be bundled into attractive mobility-oriented packages for the customer. These packages, plus partnerships with public transit providers, mean that OEMs will be acting increasingly as general mobility providers. All these changes mean that OEMs need new business models for the growing but highly competitive EV market. Full article