考虑供应风险的OEM/ODM供应链决策研究

doi:10.16381/j.cnki.issn1003-207x.2023.0351

摘要/Abstract

摘要：

在由原始设备制造商（OEM）、原始设计制造商（ODM）与合同制造商（CM）构成的供应链系统中，考虑上游供应风险构建基于竞合关系的多方博弈模型并求得均衡决策，进一步探析了规模经济、品牌优势等对供应链经营策略的影响。研究结果表明：即使CM存在供应风险，也会挤压ODM收益，而OEM通过上游竞争可获得收益提升。CM供应中断后，OEM品牌优势较小时，ODM选择参与终端市场竞争以进一步提升收益，当品牌优势较大时，ODM专注上游供应可以缓解终端竞争，但规模经济对ODM和OEM收益有异质影响，厂商应警惕规模经济可能带来的负面影响。值得关注的是，ODM与OEM决策始终处于“双输”状态，OEM作为“跟随者”，只能借助品牌优势等措施保证自身收益实现；而ODM决策可使其与社会福利可实现“双赢”。本研究不仅深入解构了供应风险对多元采购的冲击，也探索了供应中断对厂商决策的影响，为厂商面对风险经营环境如何决策提供了指导，也为政策管理部门应对供应风险、提升社会福利提供参考。

关键词: 供应风险, 供应中断, 规模经济, 竞合博弈

Abstract:

In the supply chain system comprising an Original Equipment Manufacturer （OEM）， an Original Design Manufacturer （ODM）， and a Contract Manufacturer （CM）， a multi-party game model based on competitive-cooperative relationships is developed to address upstream supply risks and determine equilibrium decisions. Furthermore， the impacts of economies of scale and brand advantage on supply chain management strategies are explored. The research findings indicate that even in the presence of supply risks， the CM can squeeze the profits of ODM， while the OEM can achieve profit gains through upstream competition. When the supply from the CM is disrupted， the ODM with weaker OEM brand advantage may choose to participate in end-market competition to further enhance profits. However， when the brand advantage of the OEM is significant， the ODM may focus on upstream supply to mitigate competition in the end market. Nevertheless， economies of scale have heterogeneous impacts on the profits of ODM and OEM， and manufacturers should be cautious of the potential negative effects that economies of scale may bring. It is noteworthy that the decision-making of ODM and OEM remains in a “lose-lose” situation， where the OEM as “follower” can only rely on measures such as brand advantage to ensure own profit realization， while the ODM’ decision can achieve a “win-win” outcome for both itself and social welfare. Not only a comprehensive understanding of the impact of supply risks on diversified procurement is provided but also the influence of supply disruptions on firm decision-making is explored. It offers strategic guidance for firms on decision-making in risk-operating environments and provides theoretical analysis for policy management departments in addressing supply risks and enhancing social welfare.

Key words: supply risks, supply disruption, large-scale economy, co-opetition game

中图分类号:

F272

许浩楠,刘家国. 考虑供应风险的OEM/ODM供应链决策研究[J]. 中国管理科学, 2026, 34(4): 276-286.

Haonan Xu,Jiaguo Liu. Research on OEM/ODM Supply Chain Decision Making Considering Supply Risk[J]. Chinese Journal of Management Science, 2026, 34(4): 276-286.

图/表 9

图1

图2

图3

图4

图5

图6

图7

图8

图9

参考文献 39

[1]	Cachon G P， Terwiesch C， Xu Y. On the effects of consumer search and firm entry in a multiproduct competitive market［J］.Marketing Science， 2008， 27（3）： 461-473.
[2]	Chen J， Guo Z. Strategic sourcing in the presence of uncertain supply and retail competition［J］. Production and Operations Management，2014，23（10）：1748-1760.
[3]	Tang S Y， Kouvelis P. Pay-back-revenue-sharing contract in coordinating supply chains with random yield［J］. Production and Operations Management， 2014， 23（12）： 2089-2102.
[4]	余乐安，雷凯宇，曾能民. 竞争环境下考虑技术进步的供应链重构策略研究［J］. 系统工程理论与实践， 2023， 43（2）： 421-437.
	Yu L A， Lei K Y， Zeng N M. Supply-chain reconstruction strategy under competition and technological upgrading［J］. Systems Engineering-Theory & Practice， 2023， 43（2）： 421-437.
[5]	El Baz J， Ruel S. Can supply chain risk management practices mitigate the disruption impacts on supply chains’ resilience and robustness？ Evidence from an empirical survey in a COVID-19 outbreak era［J］. International Journal of Production Economics， 2021， 233： 107972.
[6]	Kraude R， Narayanan S， Talluri S. Evaluating the performance of supply chain risk mitigation strategies using network data envelopment analysis［J］. European Journal of Operational Research， 2022， 303（3）： 1168-1182.
[7]	Sharma R， Shishodia A， Kamble S， et al. Agriculture supply chain risks and COVID-19： Mitigation strategies and implications for the practitioners［J］. International Journal of Logistics Research and Applications， 2024， 27（11）： 2351-2377.
[8]	Ivanov D， Dolgui A. Viability of intertwined supply networks： Extending the supply chain resilience angles towards survivability. A position paper motivated by COVID-19 outbreak［J］. International Journal of Production Research， 2020， 58（10）： 2904-2915.
[9]	Linton T， Vakil B. Coronavirus is proving we need more resilient supply chains［J］. Harvard Business Review， 2020（5）：1-3.
[10]	景熠，刘芹芹，周林. 突发事件影响下考虑供应中断风险和消费者偏好的制造商采购策略研究［J］. 中国管理科学， 2023，DOI：10.16381/j.cnki.issn1003-207x.2023.0078 .
	Jing Y， Liu Q Q， Zhou L. Research on the manufacturer’s procurement strategy considering supply disruption risk and consumer preference under the impact of sudden events［J］. Chinese Journal of Management Science， 2023，DOI：10.16381/j.cnki.issn1003-207x.2023.0078 .
[11]	戴宾，杨茜. 重点产业链供应链安全风险特征识别与治理机制设计［J］. 珞珈管理评论， 2023（1）： 1-10.
	Dai B， Yang X. Key industrial chain and supply chain security risk feature recognition and governance mechanism design［J］. Luojia Management Review， 2023（1）： 1-10.
[12]	Tomlin B. On the value of mitigation and contingency strategies for managing supply chain disruption risks［J］. Management Science， 2006， 52（5）： 639-657.
[13]	Yang Z， Aydın G， Babich V， et al. Using a dual-sourcing option in the presence of asymmetric information about supplier reliability： Competition vs. diversification［J］. Manufacturing & Service Operations Management， 2012， 14（2）： 202-217.
[14]	Jakšič M， Fransoo J C. Dual sourcing in the age of near-shoring： Trading off stochastic capacity limitations and long lead times［J］. European Journal of Operational Research， 2018， 267（1）： 150-161.
[15]	Chen Y J， Shum S， Xiao W. Should an OEM retain component procurement when the CM produces competing products？［J］. Production and Operations Management， 2012， 21（5）： 907-922.
[16]	董银红，郑琪，李龙，等. 考虑供应风险的多源应急物资采购双层规划模型［J］. 中国管理科学， 2021， 29（11）： 170-178.
	Dong Y H， Zheng Q， Li L， et al. Bi-level programming model for multi-source emergency material procurement considering supply risk［J］. Chinese Journal of Management Science， 2021， 29（11）： 170-178.
[17]	牛保庄，许浩涛，李启洋，等. 考虑供应中断的关键进口零部件本土替代及采购策略调整［J］. 系统工程理论与实践， 2022， 42（11）： 2881-2890.
	Niu B Z， Xu H T， Li Q Y， et al. Procurement strategy adjustment and local substitution of imported key component considering supply disruption［J］. Systems Engineering-Theory & Practice， 2022， 42（11）： 2881-2890.
[18]	Ma S， Li G， Liu M. Procurement competition in the presence of IoT-enabled B2B E-commerce［J］. Electronic Commerce Research and Applications， 2021， 49： 101091.
[19]	Li T， Sethi S P， Zhang J. Supply diversification with responsive pricing［J］. Production and Operations Management， 2013， 22（2）： 447-458.
[20]	Tang S Y， Kouvelis P. Pay-back-revenue-sharing contract in coordinating supply chains with random yield［J］. Production and Operations Management， 2014， 23（12）： 2089-2102.
[21]	Dong B， Tang W， Zhou C， et al. Is dual sourcing a better choice？ The impact of reliability improvement and contract manufacturer encroachment［J］. Transportation Research Part E： Logistics and Transportation Review， 2021， 149： 102275.
[22]	余牛，郑本荣. 竞争环境下ODM厂商自有品牌的市场进入策略分析［J］. 系统工程理论与实践， 2019， 39（3）： 682-694.
	Yu N， Zheng B R. Analysis on market entry strategy of ODM’s own brandin competitive environment［J］. Systems Engineering-Theory & Practice， 2019， 39（3）： 682-694.
[23]	夏晶，牛文举，沈厚才. 面向共同CM时具搭便车行为OEM的流程投资策略［J］. 系统工程学报， 2022， 37（1）： 130-144.
	Xia J， Niu W J， Shen H C. Process investment strategies for free riding OEMs that face a common CM［J］. Journal of Systems Engineering，2022，37（1）： 130-144.
[24]	刘家国，赵爱翔，崔进. 考虑创新投入的OEM/ODM供应链结构选择研究［J］. 运筹与管理， 2022， 31（6）： 98-104.
	Liu J G， Zhao A X， Cui J. Supply chain structure selection strategy of OEM/ODM considering innovation investment［J］. Operations Research and Management Science， 2022， 31（6）： 98-104.
[25]	金亮，郑本荣，周楠，等. 专利技术授权、生产外包与合同设计［J］. 中国管理科学， 2021， 29（6）： 91-104.
	Jin L， Zheng B R， Zhou N， et al. Patent technology authorization， production outsourcing and contract design［J］. Chinese Journal of Management Science， 2021， 29（6）： 91-104.
[26]	Koppenhagen F， Held T. The implications of product modularisation on the development process， supplier integration and supply chain design in collaborative product development［J］. Advances in Production Engineering & Management， 2021， 16（1）： 82-98.
[27]	孔繁辉，李健. 供应中断风险下OEM供应链弹性运作与提升策略［J］.中国管理科学，2018，26（2）： 152-159.
	Kong F H， Li J. Resilient operation and promotion strategy of OEM supply chain under supply disruption risk［J］. Chinese Journal of Management Science， 2018， 26（2）： 152-159.
[28]	陈志明，陈志祥. 供需随机的OEM供应链在风险厌恶下的协调决策［J］. 系统工程理论与实践， 2015， 35（5）： 1123-1132.
	Chen Z M， Chen Z X. Coordination in the risk-averse OEM supply chain with random supply and demand［J］. Systems Engineering-Theory & Practice， 2015， 35（5）： 1123-1132.
[29]	曹裕，韦盼盼，李青松，等. 竞合供应链的采购与质量决策研究［J］. 中国管理科学，2021， 29（8）： 183-194.
	Cao Y， Wei P P， Li Q S， et al. Research on purchasing and quality decision of competitive supply chain［J］. Chinese Journal of Management Science， 2021， 29（8）： 183-194.
[30]	Niu B， Mu Z. Sustainable efforts， procurement outsourcing， and channel co-opetition in emerging markets［J］. Transportation Research Part E： Logistics and Transportation Review， 2020， 138： 101960.
[31]	程红亚，孟丽君，扈裕晴，等. 考虑权力结构和品牌优势的双渠道再制造CLSC决策研究［J］. 数学的实践与认识， 2021， 51（15）： 50-65.
	Cheng H Y， Meng L J， Hu Y Q， et al. Research on CLSC decision of dual-channel remanufacturing considering power structure and brand advantage［J］. Mathematics in Practice and Theory， 2021， 51（15）： 50-65.
[32]	Heese H S， Kemahlıoğlu-Ziya E， Perdikaki O. Outsourcing under competition and scale economies： When to choose a competitor as a supplier［J］. Decision Sciences， 2021， 52（5）： 1209-1241.
[33]	Shang W， Ha A Y， Tong S. Information sharing in a supply chain with a common retailer［J］. Management Science， 2016， 62（1）： 245-263.
[34]	Gheibi S， Fay S. The impact of supply disruption risk on a retailer’s pricing and procurement strategies in the presence of a substitute product［J］. Journal of Retailing， 2021， 97（3）： 359-376.
[35]	Niu B， Li J， Zhang J， et al. Strategic analysis of dual sourcing and dual channel with an unreliable alternative supplier［J］. Production and Operations Management， 2019， 28（3）： 570-587.
[36]	Zhang P， He Y， Zhao X. “Preorder-online， pickup-in-store” strategy for a dual-channel retailer［J］. Transportation Research Part E： Logistics and Transportation Review， 2019， 122（C）： 27-47.
[37]	Wang F， Zhuo X， Niu B， et al. Who canvasses for cargos？ Incentive analysis and channel structure in a shipping supply chain［J］. Transportation Research Part B： Methodological， 2017， 97： 78-101.
[38]	Bian J， Zhao X. Tax or subsidy？ An analysis of environmental policies in supply chains with retail competition［J］. European Journal of Operational Research， 2020， 283（3）： 901-914.
[39]	刘家国，许浩楠. 双循环视角下我国全球供应链韧性体系建设研究［J］. 中国软科学， 2023（9）： 1-12.
	Liu J G， Xu H N. Construction of China’s global supply chain resilience from the perspective of Dual-Circulation［J］. China Soft Science， 2023（9）： 1-12.