OEM 自有通路與終端消費市場之定價與競爭策略研究

Abstract

本論文探討當供應商(OEM)在傳統銷售系統中建立自己的直接銷售通路時，所對供應鏈績效造成的影響。本論文的數理模型將整個供應鏈設定為兩個消費市場以及供應商、零售商各一。經過分析後我們發現，兩個市場的市場大小、終端消費者對於產品的評價以及供應商的定價策略皆會影響供應商與零售商的供應鏈最佳策略選擇。而除了基本的模型外，我們將在海外市場產生的額外貨品處理費用納入討論，並且研究當零售商能夠限制供應商在其直接銷售通路的零售價時，對於雙方的供應鏈策略，以及整體供應鏈績效的影響。經過模型推導與分析後，可以發現即使供應商需要釋出誘因讓零售商同意雙通路的供應鏈模式，建立供應商的直接銷售通路總能讓雙方有更好的供應鏈績效。此結果在基本模型與衍伸模型中皆一致，因為對零售商來說雙通路可以讓其取得更多的市佔率，而供應商則可從供應鏈中獲得更多利潤。總結來說，供應商的直接銷售通路可以增加整體供應鏈的獲利，同時降低產品的取得難度，最終提升終端市場的社會福利。

This research investigates the impact of additional OEM’s direct selling channel on the supply chain performance. We consider a supply chain with one OEM and one brand, serving two markets. The results show that the size of each market and consumer preferences of the product play an important role in influencing the optimal strategy. We further discuss the case where additional handling cost is imposed, and the case where the brand can set a retail price lower bound for the OEM. Although the OEM needs to incentivize the brand for the dual selling channels, authorizing the OEM’s direct selling channel is a win-win situation for the brand (obtaining more market share), and the OEM (extracting more supply chain profits) both in the basic case and the extensions. We conclude that the OEM’s additional selling channel always increases total supply chain profit, and enhances product accessibility as well as social welfare in the end markets.