Supply Chain Coordination with Contracts III: With Effort-Dependent Demand, Buy-Backs, Quantity Flexibility and Revenue Sharing Under-Reward Effort, While a Quantity Discount Gives λΠ(q, e°)Textbook
Why effort breaks the standard coordinating contracts
A supplier selling through a retailer earns more when the retailer works harder at selling. Examples are a better shelf position, more knowledgeable sales staff, local advertising and keeping the display in order. These activities cost the retailer, raise demand, and usually cannot be observed or verified by the supplier, so no contract can be written on them directly. Chapter 6 of the Handbook of Operations Research and Management Science, Vol. 11: Supply Chain Management (G. P. Cachon, Supply Chain Coordination with Contracts, 2003) surveys contracts that align a retailer's decisions with the interest of the whole supply chain. Its §6.4 asks which of these contracts survive when the retailer also chooses such an unverifiable effort level.
The question goes back to the marketing literature on retail effort (Chu and Desai 1995, Desai and Srinivasan 1995, Desiraju and Moorthy 1997, Lal 1990, Lariviere and Padmanabhan 1997). It was taken up for newsvendor contracts by Taylor (2000), who showed that a sales rebate combined with a buy back restores coordination, and by Krishnan, Kapuscinski and Butz (2001), who let effort be chosen after demand is observed. This mission is the third in a series that formalizes the chapter's section capstones. It covers §6.4.1.
The newsvendor with effort-dependent demand
One supplier sells to one retailer for a single selling season. Before the season the retailer chooses an order quantity and an effort level . Effort costs him , where , and . Demand given effort has distribution function on , with and strictly increasing. Demand is stochastically increasing in effort: for . Units sell at the retail price and cost to produce. Goodwill costs, the salvage value and the retailer's own unit cost are zero. Expected sales and the integrated channel's profit are
Let maximize . A contract fixes the transfer the retailer pays the supplier, as a function of what the supplier can verify: the order and, for some contracts, sales or leftover units, but never effort. The contracts compared are the buy back , quantity flexibility , revenue sharing , the sales rebate and the quantity discount . Under each, the retailer's profit is his revenue less the transfer and .
Formalization targets
Goal
The goal combines the section's negative and positive results.
- Buy backs distort effort (Eq. (19)). For every , and ,
- The quantity discount aligns effort and splits profit. With
the following hold for every . The retailer earns and the supplier earns . The retailer's marginal profit of effort equals the channel's. His optimal efforts are the channel's. 3. The optimal order. If maximizes , both firms' profits at effort are maximized by .
Milestones
The milestones follow the section's own claims: the integral form of (p. 41); the first-order condition (18) for the chain-optimal effort; (19); the analogous strict inequalities for quantity flexibility () and revenue sharing (), and the reverse inequality for the sales rebate (, ); the two displays of under the quantity discount; and the fact that decreases in .
Significance
The result separates two jobs a contract does. To coordinate the order quantity, buy backs, quantity flexibility and revenue sharing all shield the retailer from part of the demand risk or take part of his revenue. The same shield dulls his incentive to raise demand, so each one leads him to under-invest in effort. The sales rebate pushes the other way, toward too much effort. The quantity discount works because the retailer keeps every unit of realized revenue and bears all of his own effort cost. The schedule then prices the order against expected revenue at the optimal effort, so the order is coordinated without touching the effort incentive. Because with free in , any split of the channel's optimal profit is attainable. The chapter extends this observation to retailers that also set price (p. 43).
The section's claims are proved on the page only in outline; several are introduced with "it can be shown". To our knowledge none has a machine-checked proof. Formalizing them requires differentiating expected sales in a parameter of the demand law. That step recurs throughout stochastic inventory and pricing models.
Difficulty
Most of the algebra is short. The substance is in the derivatives. is a differentiation under the integral sign. The strict inequalities need this integral to be strictly negative. That in turn needs to be integrable and negative on a set of positive length, which is why (and for the sales rebate) matters.
The natural reading "the quantity discount makes the retailer's joint optimum" is not what the page shows, and it fails in general. The page gives two partial statements: for each fixed the retailer's effort incentive is the chain's, and at his best order is . Since , the retailer can gain by moving and together when is small. The goal states exactly the two partial claims.
Formalization scope
The Lean namespace is CachonCoord.EffortNewsvendor. A structure Model collects the data: and with ; a family of demand laws indexed by effort (probability measures on with finite mean, no atom at , strictly increasing distribution function); the effort derivative , negative for , ; and with and positive first and second derivatives for . is defined as an expectation, and its integral form is a milestone. Derivative claims are HasDerivAt statements at interior efforts . The inequalities assert that both derivatives exist.
The following hypotheses are standing assumptions or disclosed additions:
- the chapter's model paragraph (p. 7) and the zeros of p. 41;
- as regularity, differentiation of under the integral sign, with interval-integrable ;
- (a production cost);
- and for quantity flexibility (the contract's range, p. 24);
- for the sales rebate threshold;
- wherever , which divides by , is used.
Revenue sharing and the sales rebate use §6.2's profit functions (pp. 21, 27) with this section's zeros, less .
The page prints the last term of as . With that sign the page's own displays and fail by . The formalization uses , under which both hold. is the explicit printed schedule with this correction. It is not defined as "a schedule with ", which would make the goal empty.
Not covered: the price-and-effort schedule at the bottom of p. 43, for which the page gives no argument. The cachon-2005 revenue-sharing effort results (RevShareCoord.Effort.*, deterministic revenue ) are a different model and are not referenced. Proofs of any milestone, and a reusable library for differentiating newsvendor expectations in a parameter, are welcome.
Selected references
- G. P. Cachon, Supply Chain Coordination with Contracts, in S. Graves and T. de Kok (eds.), Handbooks in Operations Research and Management Science, Vol. 11: Supply Chain Management, North-Holland, 2003, Ch. 6. https://doi.org/10.1016/S0927-0507(03)11006-7 (read in the author's 3rd draft, January 2003).
- T. A. Taylor, Supply Chain Coordination under Channel Rebates with Sales Effort Effects, Management Science 48(8), 2002, 992–1007. https://doi.org/10.1287/mnsc.48.8.992.168
- H. Krishnan, R. Kapuscinski, D. A. Butz, Coordinating Contracts for Decentralized Supply Chains with Retailer Promotional Effort, Management Science 50(1), 2004, 48–63. https://doi.org/10.1287/mnsc.1030.0154
- G. P. Cachon, M. A. Lariviere, Supply Chain Coordination with Revenue-Sharing Contracts: Strengths and Limitations, Management Science 51(1), 2005, 30–44. https://doi.org/10.1287/mnsc.1040.0215