分享興趣，傳播快樂，
增長見聞，留下美好。
親愛的您，這裡是LearingYard學苑！
今天小編為您帶來期刊論文《考慮公平關切及其談判破裂點的供應鍊運作》5 結束語。
歡迎您的通路！
Share interest, spread happiness,
increase knowledge, and leave beautiful.
Dear, this is the LearingYard Academy!
Today, the editor brings “ Conclusion of properties of important parameters of the journal article 《Supply chain operations considering fairness concerns and their negotiation rupture points》".
Welcome to visit!
内容摘要：Abstract
本期推文将從思維導圖、精讀内容、知識補充三個方面介紹期刊論文《考慮公平關切及其談判破裂點的供應鍊運作》5 結束語。
This issue's tweet will introduce the journal article 《Supply chain operations considering fairness concerns and their negotiation rupture points》 from three aspects: mind mapping, detailed reading content, and supplementary knowledge, focusing on analysis of conclusion.
思維導圖：Mind mapping
精讀内容：Intensive reading content
在結論部分，作者主要介紹了研究内容、研究發現和研究展望。
In the conclusion section, the author primarily introduces the research content, findings, and future research directions.
首先作者簡要介紹了研究内容，本文在考慮公平關切的供應鍊中，就批發價契約和回購契約分别展開研究與分析，并在無法協調的供應鍊中通過價格補貼的契約設計促成了協調。
First, the author briefly outlines the research content. This paper investigates and analyzes wholesale price contracts and buyback contracts within a supply chain considering fairness concerns. Furthermore, it proposes contract designs involving price subsidies to achieve coordination in uncoordinated supply chains.
其次作者介紹了研究發現。第一，談判破裂點直接影響博弈雙方的決策。 第二，基于 Stackelberg博弈模型，批發價為内生變量時，供應商對批發價的調節弱化了談判破裂點的作用。第三，供應鍊成員的談判破裂點提高均會削弱對方的利潤占比，但供應鍊的效率卻有不同的表現。第四，考慮談判破裂點存在的公平關切供應鍊，均衡解均不能協調供應鍊，通過價格補貼進行契約設計後，供應鍊達到協調。
Secondly, the author presents the research findings. (1) The negotiation breakdown point directly impacts the decisions of both parties in the game. (2) Based on the Stackelberg game model, when the wholesale price is an endogenous variable, the supplier's adjustment of the wholesale price weakens the impact of the negotiation breakdown point. (3) An increase in the negotiation breakdown point for any supply chain member reduces the profit share of the other party, although the overall efficiency of the supply chain exhibits varying outcomes. (4) In a supply chain considering fairness concerns and the existence of a negotiation breakdown point, the equilibrium solution cannot coordinate the supply chain. However, through contract design with price subsidies, the supply chain can achieve coordination.
最後介紹了研究展望: 第一，在其他常見契約如: 收益共享契約、數量折扣契約中引入談判破裂點，就供應鍊的決策和協調進行讨論; 第二，還可考慮通過其他的外在因素以驅動合理的利潤配置設定促進契約協調; 第三，可将供應鍊結構拓展至一個零售商( 供應商) 對多個供應商( 零售商) 甚至多個供應商對多個零售商的情況，使其更加符合現實。
Finally, the author discusses future research directions: (1) Introducing the negotiation breakdown point into other common contracts, such as revenue-sharing contracts and quantity discount contracts, to explore decision-making and coordination within the supply chain. (2) Considering other external factors that can drive reasonable profit distribution to promote contract coordination. (3) Expanding the supply chain structure to include scenarios with one retailer (supplier) dealing with multiple suppliers (retailers), or even multiple suppliers dealing with multiple retailers, to better reflect real-world conditions.
知識補充：Knowledge supplement
1、數量折扣契約和數量彈性契約 Quantity discount contracts and quantity flexibility contracts
數量折扣又稱批量作價。這是企業對大量購買産品的顧客給予的一種減價優惠。一般購買量越多，折扣也越大，以鼓勵顧客增加購買量，或集中向一家企業購買，或提前購買。數量折扣又可分為累計數量折扣和一次性數量折扣兩種類型。
Quantity discount, also known as bulk pricing, is a price reduction given by companies to customers who purchase large quantities of a product. Generally, the larger the purchase volume, the greater the discount, encouraging customers to buy more, purchase exclusively from one company, or buy in advance. Quantity discounts can be divided into two types: cumulative quantity discounts and one-time quantity discounts.
數量彈性契約是指零售商的實際訂貨量可以在其提前送出的訂貨量基礎上進行一定範圍内的變動，零售商在對下一個錯售周期進行預測之後，提供給供應商一個訂貨量，供應商以此為基數組織生産，零售商在獲得了确定的市場需求之後，隻能在供應商所允許的範圍之内确定最後的實際訂貨量，無論最後市場的需求是超過還是低于零售商的預測。此時零售商和供應商共同承擔市場風險。
Quantity flexibility contracts allow the retailer's actual order quantity to vary within a certain range based on the order quantity submitted in advance. After forecasting the demand for the next selling cycle, the retailer provides an order quantity to the supplier, who then organizes production based on this quantity. Once the retailer has obtained confirmed market demand, the final actual order quantity can only be determined within the range allowed by the supplier, regardless of whether the final market demand exceeds or falls short of the retailer's forecast. In this scenario, both the retailer and the supplier share the market risk.
今天的分享就到這裡了。
如果您對今天的文章有獨特的想法，
歡迎給我們留言，
讓我們相約明天。
祝您今天過得開心快樂！
That's all for today's sharing.
If you have a unique idea about the article,
please leave us a message,
and let us meet tomorrow.
I wish you a nice day!
參考資料：ChatGPT、百度
本文由LearningYard學苑整理并發出，如有侵權請聯系删除。
參考文獻：[1] 聶騰飛, 何碧玉, 杜少甫. 考慮公平關切及其談判破裂點的供應鍊運作 [J]. 管理科學學報, 2017, 20(10): 92-102.
文案|Whisper
排版|Whisper
稽核|Wang