Mitigating Supply Risk: Dual Sourcing or Process Improvement? 3: Late Commitment Strictly Beats Early Commitment When the Costlier Supplier's Improved Gain Exceeds mz/(θ(1−θ))Research Paper
Motivation
Firms that buy from unreliable suppliers can protect themselves in two ways: they can spread orders across several suppliers, or they can invest in improving a supplier's reliability, for example through supplier-development programmes or joint process-improvement projects. Wang, Gilland and Tomlin (MSOM 12(3):489–510, 2010) compare the two strategies in a newsvendor model with random supplier capacity.
This mission formalizes one part of that comparison: single sourcing with improvement, in which improvement efforts may fail. The firm must then decide when to choose its supplier. Under early commitment it picks one supplier, invests in it, and buys from it whatever the outcome. Under late commitment it invests in both suppliers, observes which efforts succeeded, and only then buys from the better one. Empirical work on supplier development documents both practices and the reluctance of suppliers whose improvement efforts previously failed (Handfield et al. 2000, as cited by Wang et al. 2010, p. 496; Krause et al. 2007). The question is how much the option to postpone the choice is worth.
Setting
A firm sells a single product over one season. It earns a unit revenue , salvages leftovers at , and pays a penalty per unit of unmet demand, with . Demand is nonnegative with finite mean.
Supplier has design capacity , unit cost and committed-cost fraction . Its capacity loss has a continuous distribution that depends on a reliability index ; a higher index means a stochastically smaller loss. An order delivers . The firm pays , and the realized profit of single sourcing from is
The second-stage expected profit is , and is its optimal value.
Improvement. Supplier starts at index . Effort to reach index costs , where is convex and increasing with . The effort succeeds with probability ; on failure the index stays at .
- Early commitment to supplier yields
and .
- Late commitment yields : the improvement costs, plus, for each of the four success/failure outcomes, its probability times at the realized indices (Eq. (9)). is its supremum over , .
Formalization targets
Goal: Theorem 5
Let the suppliers be identical except for their unit costs, , with common , , and , and let be an optimal early-commitment index of supplier 2. Then
Milestones, in the paper's order
- Lemma 2(b), single-supplier instance: is increasing in the index.
- Theorem 4(a), cost-only instance: if the suppliers differ only in unit cost, the cheaper one is preferred with and without improvement, so .
- §4.2.2: late commitment weakly dominates early commitment, .
- Lemma 4: , in the form valid for non-unique optimizers.
- §4.2.2: if for some .
- Corollary 3(a): strict superiority of late commitment at persists for every .
Significance
The results identify when the flexibility of postponing supplier selection has value. Late commitment never hurts. It has no value when one supplier dominates the other, even after the other's improvement. For suppliers that differ only in cost, Theorem 5 gives a checkable sufficient condition for strict value. The condition weighs the gain from switching in the outcome "the costlier supplier improves, the cheaper one does not", which has probability , against the cost of improving the costlier supplier. Together with Lemma 4 the results say that keeping the choice open lowers the reliability target but can raise expected profit. Corollary 3(a) says this value is easiest to obtain when costs are close.
The paper's proofs are in an online appendix that is not used here, and none of these statements has a machine-checked proof. The mission produces formal versions of the statements, with the hypotheses that the printed versions leave implicit made explicit (see Formalization scope), and invites proofs of them.
Difficulty
The late-commitment profit (9) is a probability-weighted sum of maxima of two optimal-value functions. It is "neither concave nor unimodal" (p. 498), so first-order conditions do not characterize its optimum, and optimizers need not be unique.
- Order of the arguments. The comparison results rest on the monotonicity of (Lemma 2(b)). That is a statement about a supremum of expectations under a stochastically ordered family of capacity-loss laws, and must be established before the first-stage results can use it.
- Theorem 5 and Corollary 3(a) compare two suprema, neither of which is assumed to be attained. Strictness has to survive passing to the supremum.
- Corollary 3(a) is a comparative-statics statement in . Both and decrease as grows, so nothing pointwise orders their difference.
Formalization scope
Everything is in the namespace MitigateSupplyRisk.LateCommit, with one definition module Model.
- Model. The demand law is a probability measure on with and finite mean; no density is assumed. Capacity losses are a family of atomless probability measures on , ordered by for . Loss and demand are independent (a product measure).
- Optimal values. is the Bochner integral of the realized profit (1). Every optimal value is a
sSupover the feasible set. The sign conventions , make these sets bounded above, so no supremum is a junk value, and no optimum is assumed to be attained. - Effort. The effort function is taken as the primitive on , which presumes that every index is reachable.
- Identical suppliers. "Identical except for unit costs" means that the two suppliers share the same
Supplierrecord (committed cost, capacity, loss family) and the sameImprovementrecord (). - Notation in (9). The paper writes for both suppliers in (9); the Lean writes and .
- Added or reread hypotheses:
- Theorem 5 assumes . The printed condition divides by , and Lean's would otherwise turn it into , under which the conclusion is false at .
- Lemma 4 is stated for arbitrary maximizers: is again an early maximizer. This reduces to the printed inequality when the early optimizer is unique.
- Lemma 2(b) and Theorem 4(a) are the single-supplier and cost-only instances of the paper's statements.
- Optimizers appear as hypotheses (
IsMaxOn), never as claims.
- Not trivially true. A statement in which or is a junk supremum, or in which Theorem 5's condition degenerates at , would be trivially true or false; the bounded feasible sets and the hypothesis exclude both.
- Not formalized: Theorem 4 for other attributes and Theorem 4(b), Lemma 3, and Corollary 3(b), whose printed form needs hypotheses the page does not pin.
Proofs of the milestones are welcome. A reusable lemma, that the supremum of expectations is monotone under first-order stochastic dominance of the loss, would serve the other missions of this series too.
Selected references
- Y. Wang, W. Gilland, B. Tomlin, Mitigating Supply Risk: Dual Sourcing or Process Improvement?, Manufacturing & Service Operations Management 12(3):489–510, 2010. https://doi.org/10.1287/msom.1090.0279
- R. B. Handfield, D. R. Krause, T. V. Scannell, R. M. Monczka, Avoid the pitfalls in supplier development, Sloan Management Review, 2000, pp. 37–49 (cited from the reference list of Wang et al. 2010, https://doi.org/10.1287/msom.1090.0279).
- D. R. Krause, R. B. Handfield, B. B. Tyler, The relationships between supplier development, commitment, social capital accumulation and performance improvement, Journal of Operations Management 25(2):528–545, 2007. https://doi.org/10.1016/j.jom.2006.05.007
- B. Tomlin, On the value of mitigation and contingency strategies for managing supply chain disruption risks, Management Science 52(5):639–657, 2006. https://doi.org/10.1287/mnsc.1060.0515