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    題名: 自製或外包?共同供應商與購買商的議價分析
    Make or buy? A model of bargaining among a common supplier and buyers
    作者: 楊仕傑
    Yang, Shyh-Jye
    貢獻者: 溫偉任
    潘振宇
    楊仕傑
    Yang, Shyh-Jye
    關鍵詞: 自製或外包決定
    納許議價
    共同供應商
    Make-or-buy decision
    Nash bargaining
    Common supplier
    日期: 2024
    上傳時間: 2024-08-05 11:56:33 (UTC+8)
    摘要: 本文分析下游廠商議價能力與生產邊際成本關係對下游廠商外包決策的影響。本文提出一個一家共同上游供應商對兩家下游廠商的兩階段納許議價架構來決定廠商之間的利潤分配。本文發現，當下游廠商生產邊際成本相同時，給定競爭對手選擇「外包」，下游廠商的最佳反應取決於競爭對手之議價能力，同時，存在一個下游廠商議價能力水準，當兩家下游廠商之議價能力皆低於此水準時，膽小鬼賽局發生。而當下游廠商生產邊際成本不同時，給定競爭對手選擇「外包」，下游廠商的最佳反應除了取決於競爭對手之議價能力也會受到下游廠商之間生產邊際成本關係的影響，此時，兩家生產邊際成本不同的下游廠商，也會有不同的最佳反應。因此，在不同的下游廠商議價能力與生產邊際成本關係組合之下，下游廠商外包決策的均衡結果也會有所不同。
    This thesis analyzes the impact of downstream firms’ bargaining power and marginal cost relationship on their outsourcing decisions. We propose a two-stage Nash bargaining framework involving a common upstream supplier and two downstream firms to determine the profit distribution among the firms. We show that when the downstream firms have identical marginal costs, given that its rival firm chooses to outsource, the best response of the downstream firm depends on the bargaining power of its rival firm. Additionally, there exists a level of bargaining power for downstream firms such that when the bargaining power of both firms is below that level, a game of chicken occurs. When the downstream firms have different marginal costs, given that its rival firm chooses to outsource, the best response of the downstream firm depends not only on the bargaining power of its rival firm but also on the marginal cost relationship between the downstream firms. In this scenario, two downstream firms with different marginal costs will have different best responses. Therefore, the equilibrium of the downstream firms’ outsourcing decisions will vary depending on different combination of their bargaining power and marginal cost relationship.
    參考文獻: Arya, A., Mittendorf, B., & Sappington, D. E. (2008). The make-or-buy decision in the presence of a rival: strategic outsourcing to a common supplier. Management Science, 54(10), 1747-1758.

    Chen, Y. (2011). Strategic sourcing for entry deterrence and tacit collusion. Journal of Economics, 102, 137-156.

    Chen, J., & Guo, Z. (2014). Strategic sourcing in the presence of uncertain supply and retail competition. Production and Operations Management, 23(10), 1748-1760.

    Feng, Q., & Lu, L. X. (2012). The strategic perils of low cost outsourcing. Management Science, 58(6), 1196-1210.

    Gilbert, S. M., Xia, Y., & Yu, G. (2006). Strategic outsourcing for competing OEMs that face cost reduction opportunities. IIE transactions, 38(11), 903-915.

    Liu, Y., & Tyagi, R. K. (2011). The benefits of competitive upward channel decentralization. Management Science, 57(4), 741-751.

    Wen, W. J., Lee, W. C., & Lo, C. Y. (2023). To make or to buy from a common supplier? Strategic considerations and welfare consequences. International Journal of Economic Theory, 19(1), 39-61.
    描述: 碩士
    國立政治大學
    國際經營與貿易學系
    111351018
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0111351018
    資料類型: thesis
    顯示於類別:[國際經營與貿易學系 ] 學位論文

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