Search Results (102)

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

This paper explores how to reduce supply-demand conflicts in supply chains by utilizing complementary products’ unique relationships and shared objectives. Also, it considers the service level concerns of consumers. Primarily employing game theory, this paper analyzes the pricing strategies of complementary products within a three-tier dual-channel supply chain, the relationship between pricing and service levels, and the performance optimization across channels. Numerical results demonstrate that elevated values of α₁ indicate heightened consumer sensitivity to manufacturer price fluctuations. To sustain sales volume, manufacturers are compelled to reduce prices, consequently leading to a decline in equilibrium prices within the market. A rise in β₁ induces an across-the-board increase in all price tiers, albeit with differential magnitudes. The intensification of channel competition α₂ exerts downward pressure on all pricing components. The retailer’s price demonstrates maximal responsiveness to β₂ fluctuations, as retailers directly absorb cost variances. Full article

Ensuring the profitability of retailers utilizing in-store inventory for online fulfillment is a pivotal issue in omnichannel retailing. This study examines the inventory allocation challenges faced by retailers when managing interactions between online and offline channels to identify strategies that maximize revenue. The findings enable retailers to address key operational conflicts while implementing omnichannel strategies. We develop an omnichannel newsvendor model, deriving an optimal strategy for retailer inventory level and online acceptance thresholds, demonstrating the economic superiority of this approach over traditional policy. Furthermore, this paper further explores how carry-over inventory influences strategic decisions, particularly in quantifying the trade-off between the cancellation cost and the inventory holding cost. The results reveal that cancellation costs incentivize retailers to increase safety stock and reduce online acceptance thresholds, with strategy sensitivity intensifying as offline demand dispersion grows. Compared to the traditional policy, our policy demonstrates superior performance when the cancellation cost remains below a critical value, though its effectiveness decreases under high offline demand dispersion. Moreover, dynamic strategy adjustments must balance the cancellation cost against the holding cost in the carry-over scenario. The proposed framework systematically integrates inventory allocation with demand admission control, addressing a critical gap in existing literature that has failed to comprehensively link these two operational levers. This dual-focused perspective significantly advances omnichannel inventory management theory. Full article

This paper explores optimal strategies for manufacturers, streamers, and retailers in a dual-channel environment, focusing on three commission structures and two power structures. Our analysis identifies steady states where dynamic commissions converge, enhancing profitability and stability for all parties. We find that less dominant partners prefer commission structures that reinforce existing power structures. Profitability is influenced by dynamic commissions: under manufacturer dominance, dynamic wholesale price and commission rate increase profitability for manufacturers and retailers while decreasing streamers’ profits. In contrast, under streamer dominance, a dynamic commission rate enhances streamers’ profits but reduces those of manufacturers and retailers. This evaluation highlights the shared interests between manufacturers and retailers. Taking the spillover effect into account, commission strategies should consider hassle cost, initial commission rate, and spillover impact. Product selection strategies show consistent trends, with moderate hassle cost and a disutility factor ranging from moderate to high, regardless of the spillover effect. Full article

Carbon emissions from human activities such as production and consumption have exacerbated climate deterioration. A common worldwide objective is to create a low-carbon economy by implementing carbon reduction measures in production, consumption, and other processes. To this end, this paper explores the production, price, carbon reduction rate, and profit or utility for a dual-channel low-carbon supply chain network (DLSCN) that includes numerous competing suppliers, manufacturers, risk-averse retailers, and demand markets under carbon trading. In order to create an equilibrium model for the DLSCN, risk-averse retailers are characterized using the mean-CVaR method, and each member’s optimal decision-making behavior is described using variational inequalities. A projection contraction algorithm is used to solve the model, and numerical analysis is presented to investigate how risk aversion, carbon abatement investment cost coefficients, and carbon trading prices affect network equilibrium. The results indicate that increasing retailers’ risk aversion can enhance supply chain members’ profits and carbon reduction rates. Retailers prioritize expected profits, while other members prefer them to focus more on CVaR profits. When retailers are more risk-averse and value CVaR, traditional retail channels become more popular. Increasing the carbon reduction investment cost coefficients for suppliers and manufacturers can boost their profits, and retailers also support this move to charge more for low-carbon products and enhance utility. When carbon trading prices rise, suppliers and manufacturers opt to increase carbon reduction rates to generate more profits from selling carbon allowances. This study provides decision-making references for achieving both economic and environmental benefits for members of DLSCN. Full article

Environmental protection and low-carbon life are the focus of global attention. This paper adopts Stackelberg’s game method to discuss channel selection. Two decision models are involved: (1) model P represents dual-channel structure of the manufacturer, and (2) model O represents dual-channel structure of the retailer. We examined the optimal pricing strategy, and profit distribution among stakeholders. This research showed that, compared to model O, model D always sells more products, and model D has a higher (manufacturer)/lower (retailer) profits than model O. The retailer’s offline price exhibits a linear decline. At the point of intersection (0.28, 45.5), the price in both models converge to an identical value. From an environmental perspective, model D is more environmentally friendly than model O when unit carbon price is small. Furthermore, the emission reduction rate is higher if consumers’ online preference coefficient is not high in model D. Through the lens of social welfare, the sales strategies employed in model O yield higher social welfare benefits compared to those in model D. For the entire supply chain, model O is the optimal choice if they focus on environmental performance and social welfare. The research provides application guidance for the sustainable development of enterprises. Full article

In the dual-channel retail industry, excessive enthusiasm in offline retailers’ services often extends beyond the customer’s “interpersonal distance zone”, leading to psychological discomfort for customers and a subsequent loss of demand. This situation can trap retailers in a dilemma known as the “service trap”. To address this issue, we introduce the concept of the zone of service tolerance, which encompasses desired and adequate levels of service, into a dual-channel supply chain consisting of an online channel manufacturer and an offline retailer. We incorporate the zone of service tolerance into the demand function of the offline retailer and establish its profit function, a dynamic game theory to demonstrate the existence of a linkage mechanism between the optimal selling price and service level, providing the conditions for such a mechanism to exist. Additionally, we establish conditions for offline retailers to avoid over-servicing or under-servicing and consider the impacts of these conditions, and we reveal the stability conditions of the offline retailers’ service decisions. Our findings indicate that both over- and under-servicing can lead to customer churn. For newly launched products, offline retailers risk losing customers by adopting a sales strategy focused on high profits and moderate sales (under-servicing). Similarly, for products nearing removal from the shelves, they risk losing customers by adopting a sales strategy focused on low profits and high sales (over-servicing). Furthermore, under certain ranges for the service sensitivity factor, desired service, or adequate service, the optimal service provided by offline retailers remains robust regardless of the manufacturer’s optimal selling price. This greatly simplifies the offline retailer’s decision-making process regarding service levels, as they can directly focus on providing the desired service without factoring in the manufacturer’s pricing strategy. Full article

Online retail platforms offer encroachment opportunities for suppliers to directly sell products to consumers on the online market. However, how to select appropriate encroachment channels poses a significant challenge for suppliers. To solve this problem, we take one supplier selling products through an indirect reselling channel on a third-party online retail platform (TORP) as the base model, and further consider that the supplier can choose TORP agency selling, the owned channel, or both to encroach onto the online market. We hereby establish game-theoretical models to analyze the optimal strategy of supplier encroachment, the TORP preference, and the equilibrium channel strategy. The findings show that the supplier is always willing to encroach onto the online market through its own channel. Additionally, when the commission rate is low, the supplier will further encroach via the TORP agency selling channel. The TORP provides the agency selling channel for the supplier only when the commission rate exceeds a certain threshold. If the channel competition is not very fierce (the competition intensity is lower than 0.852) and the commission rate is moderate, dual-channel encroachment is the equilibrium channel strategy; otherwise, supplier-owned-channel encroachment is the equilibrium strategy. We extend our main models by incorporating supplier blockchain adoption and the cost differences between both parties to enhance practical applicability. Full article

Live e-commerce has proliferated as a new business model in recent years. Live-streaming channel selection strategies and behavioral decisions are critical considerations for retailers to enhance business performance by increasing engagement and profitability. This study introduces the spillover effect between influencer and self-live-streaming channels, offering new theoretical insights into sustainable supply chain management from multichannel retailing, game theory, and spillover effects for channel selection and pricing, optimizing dual-channel tactics for inclusive marketing, and challenging pricing and channel effectiveness beliefs. Hence, inclusive and sustainable business practices in live e-commerce have been examined, focusing on dual-digital-channel strategies involving influencer marketing and self-live-streaming. This paper investigates three digital supply chain structures for sustainability, which are based on influencer characteristics: the single digital channel ($S)$, the dual-digital-channel structure without spillover effect ($D^N$), and the dual-digital-channel structure with spillover effect ($D^S$). This study employs Stackelberg game models to analyze behavioral, pricing, and channel preferences, and it also extends the model to offline channels. This study finds that (a) influencer effort affects influencer live-streaming pricing, which may not always be cheaper than self-streaming digital channels; (b) commission rates significantly impact influencer pricing strategies, leading retailers to use skimming and penetration pricing strategies when commission rates are low and high; and (c) retailers may develop influencer live-streaming channels if the cross-price coefficient is medium and low but prefer it when the coefficient and spillover impact are large. By analyzing how these digital channels contribute to societal sustainability through reduced environmental impact and enhanced social inclusion, this research highlights key marketing decisions that optimize business performance and social responsibility in the digital economy. It offers live e-commerce managers strategic channel selection, pricing, and sustainability advice and recommendations for future empirical validation to enhance practical applicability. Full article

This paper uses symmetry to develop a dual-channel supply chain network model, both with and without blockchain technology, ensuring that the solutions for pricing and channel selection are symmetric in both modes. And, in the model that does not employ blockchain technology, mechanisms are used to make the benefits of centralized and decentralized decision-making symmetrical. Consumers often have varied psychological expectations when choosing products. This paper considers the reference quality effect, where consumers establish a reference quality before making a purchase decision. However, the lack of transparency in product sales across supply chain channels can lead to a disparity between actual and expected product quality, impacting market demand and brand reputation. Therefore, manufacturers must balance increasing profits with meeting consumer demand for product traceability. This paper focuses on a dual-channel supply chain model involving manufacturers, retailers, and consumers. Firstly, the pricing issues and channel selections under centralized decision-making and a Stackelberg game with decentralized decision-making are comparatively analyzed in the mode of without adopting blockchain technology and adopt two-part pricing contract to coordinate. Secondly, the impact of blockchain technology on pricing is examined when it is adopted. Thirdly, pricing issues and channel selection strategies based on actual product quality in the dual-channel supply chain are compared under both models. Finally, numerical simulations validate the findings. The study found that: (1) the reference quality effect has a cross-positive influence on the equilibrium price and profit of a dual-channel supply chain; (2) the two-part pricing contract can mitigate the double-marginal effect and enhance profits; and (3) the adoption of the blockchain technology leads to increased equilibrium prices and total profits in the dual-channel supply chain compared to not using it. This paper offers a theoretical foundation for manufacturers and retailers to develop effective pricing and channel selection strategies in dual-channel operations to achieve higher returns. Full article

In recent years, the rapid growth in electric vehicle ownership has resulted in a significant number of decommissioned traction batteries that will require recycling in the future. As consumer expectations for electric vehicle range continue to rise, the turnover of traction batteries has accelerated substantially. Consequently, there is an urgent need for electric vehicle manufacturers to establish an efficient, recyclable supply chain for the return of end-of-life (EOL) electric vehicle (EV) traction batteries. In this paper, we investigate the closed-loop recycling supply chain for retired power batteries in electric vehicle manufacturers, taking into account blockchain technology and the high range preferences in the electric vehicle market, which are influenced by varying demand for different levels of electric vehicle capacitance. Blockchain, as a distributed and decentralized technology, offers features such as consensus mechanisms, traceability, and security, which have been effectively applied across various fields. In this study, we construct four models involving EV battery manufacturers, EV retailers, and battery comprehensive utilization (BCU) enterprises participating in the recycling process. Through the analysis of a Stackelberg response model, we find that (1) single-channel recycling is less efficient than dual-channel recycling models, a difference driven by the diversity of recycling channels and the variability in recycling markets; (2) Recycling models incorporating blockchain technology demonstrate superior performance compared to those that do not utilize blockchain technology, particularly when the intensity of recycling competition is below 0.76; (3) Traction batteries integrated with blockchain technology exhibit higher recycling rates when the optimization index is below 0.96. Electric vehicle battery manufacturers must evaluate the benefits and costs of adopting blockchain technology; (4) With lower recycling incentive levels and EV range preferences, the single-channel recycling model yields better returns than the other three recycling models. EV manufacturers can enhance overall battery supply chain revenues by establishing varying incentive levels based on market demand for different capacitance levels. Full article

This study models a two-stage agricultural supply chain consisting of a financially constrained manufacturer of agricultural products and a financially stable retailer. We examine two supply chain structures: traditional and dual channel. Our analysis centers on the effects of consumer green preferences, consumer sensitivity to the freshness of agricultural products, and substitution rate between green and non-green agricultural products on the profitability of supply chain members. The purpose of this work is to study the optimal financing strategy for companies producing both regular and organic products simultaneously. We analyze optimal financing strategies for the manufacturer using three models: bank financing, internal debt financing, and internal equity financing. Our results indicate that in both traditional and dual-channel supply chains, increased consumer green preferences or greater sensitivity to the freshness of agricultural products improve supply chain profitability, while a higher substitution rate between green and non-green products reduces profits. Additionally, the manufacturer prefers internal debt financing when consumer environmental awareness is low. Conversely, as consumer environmental awareness increases, internal equity financing becomes more profitable. These findings offer valuable insights for agricultural product manufacturers facing financial constraints, assisting them in selecting the most appropriate financing model. Full article