In this paper, we study a logistics network design problem with vendor managed inventory in which the company is in charge of managing inventory for its downstream warehouses and retailers, and can choose whether to satisfy each retailer’s demand. The problem incorporates the location, transportation, pricing, and warehouse-retailer echelon inventory replenishment decisions. Traditionally, thes...

Vendor-managed inventory (VMI) is a widely used collaborative inventory management policy in which manufacturers manages the inventory of retailers and takes responsibility for making decisions related to the timing and extent of inventory replenishment. VMI partnerships help organizations to reduce demand variability, inventory holding and distribution costs. This study provides empirical evid...

Due to the proliferation of electronic commerce and the development of Internet technologies, many firms have considered new pricing-inventory models. In this paper, we study the role of stockless (i.e., zero-inventory) operations in online retailing by considering duopoly competition in which two retailers compete to maximize profit by jointly optimizing their pricing and inventory decisions. ...

W propose a structural approach to measuring brand and subbrand value using observational data. Brand value is defined as the difference in equilibrium profit between the brand in question and its counterfactual unbranded equivalent on search attributes. Our model allows us to make this computation rigorously, taking into account competitors’ and retailers’ reactions in the real and counterfact...

Industrial Disputes cause loss of productivity and decrease of profit, tending towards huge losses. It is, therefore, necessary to establish a benchmark level of tact or skill that is required to ensure the prevention of Industrial Disputes. The benchmark level could be an empirical formula, or a set of regulatory data, that would be required to be satisfied. The procedure to be followed requir...

We study the optimal strategic behaviour of the target of a business acquisition where the acquirer is afraid that the former may returns to the market after the sale, and therefore uses a non-competition covenant which protects her (new) business against the future competition from the target. Yet, as the target can return to the market any time after the covenant expiry date, the value of the...

Consumers are increasingly navigating across sales channels to maximize the value of their purchase. The existing retail practices of pricing channels independently at the one end, and matching channel and competitor prices at the other, are unable to achieve the desired profitable coordination required between channels. As part of a joint partnership agreement with IBM Commerce, we engaged wit...

The issue of channel power in supply chain has recently received considerable attention in literature. Several different channel interactions between manufacturers and retailers and the relative power of supply chain members have been examined. Most of these practices considered all manufacturers to be Stackelberg leaders or followers over/under retailers. In this paper we add to the existing l...

P labels (PLs) are ubiquitous in several categories, including groceries, apparel, and appliances. However, existing empirical work has not examined the differential impact of various upstream supply arrangements for PL products or the strategic motives for PL supply. To do so requires one to model the interaction between private and national label (NL) products both upstream and downstream whi...

C often return a product to a retailer because they learn after purchase that the product does not match as well with preferences as had been expected. This is a costly issue for retailers and manufacturers— in fact, it is estimated that the U.S. electronics industry alone spent $13.8 billion dollars in 2007 to restock returned products [Lawton, C. 2008. The war on returns. Wall Street Journal ...