Search Results (113)

This study examines the logistical challenges arising in omni-channel retailing, where the interaction between traditional stores and online channels requires flexible and efficient transportation planning. In particular, the growth of Buy-Online-and-Pick-up-in-Store (BOPS) services has intensified the need to manage both forward deliveries and customer returns, the latter being a costly component of reverse logistics. To address these challenges, this study introduces the Shared Capacity Vehicle Routing Problem with Simultaneous Pickup and Delivery (SCVRP-SPD), which minimizes total operational cost by considering both transportation costs and the additional transfer costs incurred when reallocating store visits to more efficient delivery paths. In the SCVRP-SPD, stores are designed to serve a dual role as both pickup and return points, and a shared-capacity mechanism is incorporated to utilize leftover capacity in pre-planned trips, improving efficiency while reducing overall logistics cost. A mixed-integer programming model is developed for the problem, and solutions are obtained using GUROBI (version 11.0) and a newly designed Modified Differential Evolution (MDE) algorithm. Numerical experiments are conducted to evaluate the performance of the proposed MDE algorithm and to generate managerial insights, showing that the SCVRP-SPD is a promising strategy for omni-channel retailers seeking to reduce transportation costs, streamline reverse logistics, and better utilize resources. Full article

Dual-channel retailing empowers the manufacturer to benefit from market opportunities by producing customized items that fulfill client requirements. The manufacturer and retailer sell customized products, which allow customers to express their chosen style to increase both the likelihood of customers making a purchase and their level of satisfaction with the product. This trend is demonstrated by the current study, in which customized consumer items are considered through online and offline channels. On the other hand, cybersecurity has become a crucial aspect of the digital era, ensuring the protection of sensitive data, networks, and systems from cyberattacks and unauthorized access. This study develops with a modern cybersecurity framework to protect against cyberattacks and increase customer trust. This model is based on customized product design, cybersecurity investment, advertisement investment, and increasing the green level of customized products. The model is solved using both centralized policy and vertical Nash policy. Numerical results indicate that centralized profit is 2.37% more than the decentralized profit. Without investing in customized products and cybersecurity, the profit of the supply chain decreases by 2.33% and 1.99% for the centralized method, 1.28% and 1.15% for the vertical Nash method for the retailer, and 1.85% and 1.38% for the vertical Nash method for the manufacturer. Full article

Many manufacturers operate dual-channel supply chains, selling through both direct online and reselling channels, with market shares that are generally asymmetric. At the same time, consumers increasingly demand trustworthy traceability information. Although traceability systems based on blockchain technology (TSBT) can meet this demand, they require substantial investment, making large manufacturers or powerful retailers more likely to lead TSBT adoption. This paper investigates how different leadership structures (manufacturer leadership vs. retailer leadership) and asymmetric market shares influence blockchain adoption strategies. This study reveals that under retailer leadership, blockchain adoption occurs once consumer preference for blockchain-based traceability information (hereafter, consumer preference) in the reselling channel exceeds a threshold, increasing profits for both supply chain members. Under manufacturer leadership, adoption depends on consumer preference in the reselling channel, the initial market share of the reselling channel, and the intensity of channel competition, generally benefiting the manufacturer but potentially harming the retailer. Comparing equilibrium results across leadership structures reveals that blockchain is more likely to be adopted under manufacturer leadership, which may yield higher profits for both members. Full article

Against the backdrop of the rapid growth in the scale of the prepared food market, safety issues have gradually become prominent. Establishing a traceability system has become crucial to safeguarding consumer rights and promoting the sustainable development of the industry, with traceability information sharing serving as the core link. However, affected by differences in interest demands and information asymmetry between manufacturers and retailers in the prepared food supply chain, there are obstacles to traceability information sharing. To explore the coordination mechanism of traceability information-sharing behavior in the prepared food supply chain under different decision-making models and its impact on profit distribution, this paper constructs a two-level supply chain model including manufacturers and retailers, comprehensively considers the online–offline dual-channel sales model, and distinguishes four scenarios: centralized decision-making, decentralized decision-making, retailer-led cost-sharing contract decision-making, and manufacturer-led cost-sharing contract decision-making. Using a differential game model, the equilibrium results under different decision-making models are discussed. The validity of the model is verified through fitting with empirical analysis and numerical example analysis. The research results show the following: (1) The centralized decision-making model has the best effect on increasing the market share of the prepared food supply chain, and although the cost-sharing contract model can improve it, there is still a gap. (2) The centralized decision-making model is not the one with the maximum profit, and manufacturer-led cost-sharing decision-making basically achieves Pareto optimality. The main reasons are the insufficient incentive mechanism, high coordination costs, and uneven profit distribution in centralized decision-making. (3) The impact of manufacturers’ offline channel traceability information-sharing behavior on profits is more significant than that of online channels. (4) In a market environment with information asymmetry, the impact of goodwill on the profits of prepared foods is more prominent. This research provides a theoretical basis for the management of the prepared food supply chain, helps optimize the traceability information-sharing mechanism and profit distribution plan, and promotes the healthy development of the industry. (5) When the coefficient measuring the intensity of traceability information sharing’s impact on product quality across manufacturers’ online and offline channels increases, only under the retailer-led model does product quality and goodwill exhibit a fluctuating trend of “rising from the bottom to the second place and then falling back to the bottom,” while the profits of all subjects increase simultaneously. (6) As the system attenuation coefficient increases, the evolution of product quality and goodwill under different cooperation models shows significant differences; in terms of profits, the profits of manufacturers’ online channels increase over time, while those of other subjects decrease. (7) When the discount rate rises, the manufacturer-led model presents distinct characteristics: both the ranking and absolute value of product quality decline synchronously, the ranking of goodwill falls, but its absolute value rises against the trend, the evolution of product quality and goodwill shows obvious model heterogeneity, and the profits of all subjects generally decrease. Full article

This study explores the information misreporting behavior among channel members and the optimal pricing strategies in a dual-channel supply chain under information asymmetry, where the manufacturer operates an online channel, and the retailer operates an offline channel. More specifically, Stackelberg game models are developed for both manufacturer-led and retailer-led scenarios to analyze the impact of different power structures on the pricing decisions, information misreporting behavior, and the profits of both individual members and the overall supply chain. The main findings are as follows: (1) The power structure exerts a pivotal influence on the misinformation strategies adopted by supply chain members. (2) As the retailer’s misinformation factor increases, the wholesale price decreases, whereas the traditional retail price rises. (3) The profit advantage from dominance is counteracted by misreporting, and the extent of this effect depends on cross-price sensitivity. (4) Followers often resort to information misreporting to maximize their own profits, a strategy that benefits the misreporting party individually yet undermines the total supply chain profit. Full article

The dual-channel structure resulted from manufacturer encroachment could alter the incentives of downstream retailer to ex ante communicate demand forecast. And different types of channel competition need to be investigated in this dual-channel information sharing scenario. This paper aims to investigate retailer’s ex ante imperfect demand information sharing strategy given that upstream manufacturer has set up direct sales channel (manufacturer encroachment). The imperfect information sharing means the demand information shared is uncertain and has some error relative to the real-world demand condition. It examines two types of channel competition: quantity competition and price competition. Additionally, this study discusses the encroaching manufacturer’s incentives for adjusting channel substitution. The paper adopts a stylized game theoretic model to describe interactions between retailer and the encroaching manufacturer. Contrary to conventional wisdom, the paper shows that under manufacturer encroachment, it is always possible for ex ante demand information sharing. Specifically, in the Cournot competition scenario where retailer channel and the encroaching manufacturer direct channel compete in quantity, the encroaching manufacturer could encourage demand information communication through side payment. Furthermore, in the Bertrand competition scenario, retailer may voluntarily share demand information. In addition, in either quantity or price competition, the encroaching manufacturer has incentives to adjust channel substitution for profit maximization. Full article

Based on the self-determination theory and social presence theory, this study examined how high-tech and high-touch orientations in logistics service quality (LSQ) influence consumer satisfaction in omni-channel retailing. LSQ was modelled as two second-order constructs: high-tech orientation (timeliness, physical facilities, and ease of return) and high-touch orientation (employees’ knowledge, flexibility, and responsiveness to delivery discrepancies). Survey data from 455 consumers were analyzed using structural equation modelling. Both orientations significantly improved satisfaction, with high-tech orientation showing a slightly stronger effect, reflecting the digital literacy of the predominantly young sample. The findings extended self-determination theory and social presence theory by offering a dual-orientation perspective and practical guidance for balancing high-tech and high-touch in omni-channel logistics service design. Full article

Driven by China’s “dual carbon” strategy, concerns about channel fairness and green investment have become key frontier issues in supply chain management. This study focuses on a two-tier supply chain under a low-carbon background and innovatively incorporates both fairness concerns and green investment perspectives. It systematically explores the impact mechanisms of fairness concern coefficients and green investment levels on channel pricing and profit distribution across four scenarios: information symmetry vs. asymmetry and the presence vs. absence of channel encroachment. The simulation results reveal the following: (1) Under information symmetry and without channel encroachment, an increase in the retailer’s fairness concern significantly enhances its bargaining power and profit margin, while the supplier actively adjusts the wholesale price to maintain cooperation stability. (2) Channel encroachment and changes in information structure intensify the nonlinearity and complexity of profit distribution. The marginal benefit of green investment for supply chain members shows a diminishing return, indicating the existence of an optimal investment range. (3) The green premium is predominantly captured by the supplier, while the retailer’s profit margin tends to be compressed, and order quantity exhibits rigidity in response to green investment. (4) The synergy between fairness concerns and green investment drives dynamic adjustments in channel strategies and the overall profit structure of the supply chain. This study not only reveals new equilibrium patterns under the interaction of multidimensional behavioral factors but also provides theoretical support for achieving both economic efficiency and sustainable development goals in supply chains. Based on these findings, it is recommended that managers optimize fairness incentives and green benefit-sharing mechanisms, improve information-sharing platforms, and promote collaborative upgrading of green supply chains to better integrate social responsibility with business performance. Full article

This study develops a multi-agent evolutionary game model that incorporates both retailers and heterogeneous logistics providers, extending beyond prior dyadic models that typically isolate either channel choice or logistics competition. By comparing scenarios with and without the BOPS channel, the framework captures the dynamic interactions between retailers and logistics providers. The results show that introducing In-Store Pickup significantly increases market demand and retailer revenue by reducing consumer waiting time, but it also produces a revenue crowding effect for slow logistics providers. For fast providers, the impact depends on their ability to adjust service quality: lowering service levels helps retain market share, while efficiency improvement enhances profitability. Furthermore, consumer product valuation plays a critical role in driving retailers toward dual-provider or hybrid strategies. The methodological innovation lies in integrating heterogeneous logistics service differentiation with channel strategy selection into a unified evolutionary game framework. The study contributes by proposing a dynamic “efficiency threshold–channel selection” mechanism, offering both theoretical advancement in omnichannel retailing research and managerial insights for retailers and logistics providers seeking to optimize logistics capabilities and channel collaboration. Full article

The dramatic increase in global construction and demolition waste (CDW) is a considerable environmental challenge, but recycled building materials face serious marketing bottlenecks. Although existing studies have focused on the technological path and policy regulation of CDW management, they have not yet considered the impact of sales effort level under the dual-channel sales model. Considering the coexistence of price competition and bidirectional free-riding behavior, this paper constructs a Stackelberg game model, which includes a construction waste remanufacturer with both online and offline sales channels and a building materials retailer, to reveal the pricing decision-making mechanism under bidirectional free-riding behavior. The results of the study show that (1) in the decentralized decision-making model, offline free-riding has a negative effect on the online channel, and when the effort cost coefficient is high, it increases the retail price of recycled building materials in the offline channel; at the same time, under high cross-price sensitivity, both the manufacturer and the retailer are negatively affected by online free-riding behaviors; (2) in contrast to decentralized decision-making, centralized decision-making motivates the supply chain as a whole to significantly increase sales effort investment and develop a better pricing strategy under the condition of satisfying the threshold cross-price sensitivity, which ultimately improves the overall efficiency of the supply chain. The findings provide an important theoretical basis and management insights for the coordination of dual-channel supply chains, the governance of free-riding behavior, and the promotion of recycled building materials in the recycling economy. Full article

Fashion products are typically sold through both online and offline channels during two distinct phases: the launch and markdown period. Pricing strategies present significant challenges for manufacturers, particularly as consumers increasingly adopt strategic purchasing behaviors. Key factors, including product fashion utility, purchase timing, and consumer characteristics, complicate manufacturers’ channel selection, pricing decisions, and service strategy formulation—necessitating deeper investigation. This paper establishes a two-echelon supply chain model featuring a fashion manufacturer and a retailer to determine optimal channel, pricing, and service strategies across both selling periods amid strategic consumer behavior. We examine four channel strategies: (1) the MM strategy: the manufacturer operates both channels (online and offline channels) during both periods (launch and markdown period); (2) the MR strategy: the manufacturer operates both channels during the launch stage, and the retailer sells online during the markdown period; (3) the RR strategy: the manufacturer sells offline, and the retailer operates the online channel during both stages; (4) the RM strategy: the manufacturer sells online during both stages, and the retailer sells through the offline channel. Our analysis yields critical insights: When off-season discounts are limited, the manufacturer should maintain direct control of both channels. However, when the off-season discount is significant, the manufacturer needs to set the channel strategy according to the fashion utility. If the fashion utility is small, direct sales through offline channels during the launch period, while entrusting the retailer to distribute in online channels during both periods, should be adopted. If the fashion utility is large, a dual-channel, two-stage, entirely direct sales strategy should be adopted. This study elucidates the optimal manufacturer channel and pricing strategy options and provides some theoretical contributions and practical implications. Full article

This study examines how contract structures influence coordination and innovation incentives in dual-channel telecommunications supply chains. We consider a setting where a mobile network operator (MNO) supplies services both directly to consumers and indirectly through a mobile virtual network operator (MVNO), which competes in the retail market. Using a game-theoretic framework, we evaluate how different contracts—single wholesale pricing, revenue sharing, and quantity discounts—shape strategic decisions, particularly in the presence of investment spillovers between parties. A key coordination problem emerges from the externalized gains of innovation, where one party’s investment generates value for both participants. Our results show that single wholesale and revenue sharing contracts often lead to suboptimal investment and profit outcomes. In contrast, quantity discount contracts, especially when combined with appropriate transfer payments, improve coordination and enhance the total performance of the supply chain. We also find that innovation led by the MVNO, while generally less impactful, can still yield reciprocal benefits for the MNO, reinforcing the value of cooperative arrangements. These findings emphasize the importance of contract design in managing interdependence and improving efficiency in decentralized supply chains. This study offers theoretical and practical implications for telecommunications providers and policymakers aiming to promote innovation and mutually beneficial outcomes through well-aligned contractual mechanisms. Full article

This study takes the dual-channel fresh product supply chain involving the participation of third-party logistics (3PL) as the background to explore how 3PL makes choices between homogeneous and differentiated logistics service strategies and how the supply chain formulates optimal decisions under different logistics service strategies to achieve maximum benefits. This paper constructs a sequential game model of the three-tier supply chain composed of 3PL, a supplier, and a retailer; uses the consumer utility function to describe market demand; and considers different logistics service strategies adopted by 3PL. It compares and analyzes the equilibrium strategies under the traditional retail channel (O Model), the homogeneous cold-chain service dual-channel model (D1 Model), and the differentiated cold-chain service dual-channel model (D2 Model). The results show the following: (1) The D1 Model reduces the transportation cost of the supply chain through economies of scale. Under the D2 Model, the transportation and sales prices of the offline channels are higher than those of the online channels, while the online marketing effort is higher than that of the offline channels. (2) The profits generated by the dual-channel models (D1 Model and D2 Model) are both higher than those of O Model. In most cases, the D1 Model generates the highest system profit. However, in scenarios where consumers are highly sensitive to freshness and marketing efforts, the system profit of the D2 Model is higher than that of the D1 Model. (3) The supply chain has lower pricing and effort input when consumers are more sensitive to prices and higher pricing and effort input when consumers are more sensitive to freshness. These findings contribute valuable insights to the field of supply chain management, particularly in the context of fresh product supply chains involving 3PL. They underscore the importance of considering consumer behavior and logistics service strategies in optimizing supply chain performance and highlight the potential trade-offs between standardization and differentiation in logistics services. Full article

Object detection algorithms have evolved from two-stage to single-stage architectures, with foundation models achieving sustained improvements in accuracy. However, in intelligent retail scenarios, small object detection and occlusion issues still lead to significant performance degradation. To address these challenges, this paper proposes an improved model based on YOLOv11, focusing on resolving insufficient multi-scale feature coupling and occlusion sensitivity. First, a multi-scale feature extraction network (MFENet) is designed. It splits input feature maps into dual branches along the channel dimension: the upper branch performs local detail extraction and global semantic enhancement through secondary partitioning, while the lower branch integrates CARAFE (content-aware reassembly of features) upsampling and SENet (squeeze-and-excitation network) channel weight matrices to achieve adaptive feature enhancement. The three feature streams are fused to output multi-scale feature maps, significantly improving small object detail retention. Second, a convolutional block attention module (CBAM) is introduced during feature fusion, dynamically focusing on critical regions through channel–spatial dual attention mechanisms. A fuseModule is designed to aggregate multi-level features, enhancing contextual modeling for occluded objects. Additionally, the extreme-IoU (XIoU) loss function replaces the traditional complete-IoU (CIoU), combined with XIoU-NMS (extreme-IoU non-maximum suppression) to suppress redundant detections, optimizing convergence speed and localization accuracy. Experiments demonstrate that the improved model achieves a mean average precision (mAP50) of 0.997 (0.2% improvement) and mAP50-95 of 0.895 (3.5% improvement) on the RPC product dataset and the 6th Product Recognition Challenge dataset. The recall rate increases to 0.996 (0.6% improvement over baseline). Although frames per second (FPS) decreased compared to the original model, the improved model still meets real-time requirements for retail scenarios. The model exhibits stable noise resistance in challenging environments and achieves 84% mAP in cross-dataset testing, validating its generalization capability and engineering applicability. Video streams were captured using a Zhongweiaoke camera operating at 60 fps, satisfying real-time detection requirements for intelligent retail applications. Full article

The rise of platform competition, driven by the rapid emergence of new e-commerce platforms, has fundamentally reshaped traditional supply chain structures. Under platform encroachment, the manufacturer faces the critical challenge of optimizing their channel strategies to expand market demand and increase profit. To address this, this paper develops a game model considering a manufacturer, a retailer, and two e-commerce platforms (an incumbent and an entrant). The model examines three channel strategies: the single-platform strategy, the synchronous channel strategy, and the reset channel strategy. This paper analyzes how the platform service differentiation and the unit channel setup cost of the manufacturer under the reset channel strategy influence pricing decisions and the manufacturer’s channel strategy. The findings indicate that the synchronous channel strategy yields a higher product price than the reset channel strategy while maximizing dual-platform demand when the extent of platform service differentiation is moderate and the unit channel setup cost is low. Under these conditions, the synchronous and reset channel strategies yield higher expected profits for the manufacturer and retailer than the single-platform strategy. Moreover, the best option for the manufacturer is the synchronous channel strategy when the extent of platform service differentiation is moderate and the unit channel setup cost is relatively high, which achieves a Pareto improvement for all participants. However, the reset channel strategy benefits the entrant platform when the unit channel setup cost is low. The study provides a theoretical foundation for the manufacturers to optimize their channel configurations and effectively adapt to platform competition. Full article