文献类型：期刊文献

英文题名：Optimal resilience strategy for manufacturers to deal with supply disruptions: Investment in supply stability versus dual sourcing

作者：Lou, Gaoxiang[1];Guo, Yuhan[1];Lai, Zhixuan[2];Ma, Haicheng[1];Tu, Xuechen[1]

机构：[1]East China Univ Sci & Technol, Business Sch, Shanghai, Peoples R China;[2]Shanghai Lixin Univ Accounting & Finance, Sch Financial Technol, Shanghai, Peoples R China

年份：2024

卷号：190

外文期刊名：COMPUTERS & INDUSTRIAL ENGINEERING

收录：;EI(收录号：20241115738556);WOS:【SCI-EXPANDED(收录号:WOS:001208292000001)】；

基金：star Financial Support: This work was financially supported by the National Natural Science Foundation of China (No. 72032001) , Shanghai Sailing Program (No. 23YF1430000) , Humanities and Social Science Fund of Ministry of Education of the People's Republic of China (23YJC630072) .

语种：英文

外文关键词：Supply disruption; Supply chain resilience; Manufacturer investment; Dual sourcing

摘要：Enhancing supply chain resilience is fundamental to the stable development of manufacturing enterprises. By comparing three resilience strategies (investment in fixed supplier for stable supply, dual sourcing by adding backup suppliers, and hybrid strategy), we investigate their effects on improving supply chain resilience under supply disruption and selecting resilience strategies for manufacturing enterprises in a complex supply chain environment. We then propose a corresponding management approach for manufacturers. This study reveals the following: (1) Compared with the non -resilience strategy, the investment strategy for supply stability and hybrid strategy may adversely impact the manufacturer's profits while concurrently enhancing expected sales when the manufacturer's investment cost is high, whereas the dual sourcing strategy is an effective strategy to increase the manufacturer's expected profit. (2) Compared with investment and dual sourcing strategies, the hybrid strategy has a lower wholesale price but not always a lower sale price. (3) Manufacturers who prefer supply stability always adopt a hybrid strategy to ensure maximum expected sales volume; manufacturers who prefer profit adopt a hybrid strategy only when the investment cost is within a certain range; otherwise, they adopt a dual sourcing strategy to obtain higher profits. (4) Under an asymmetric sourcing strategy, when suppliers' costs of production differ significantly, manufacturers adopting dual sourcing and hybrid strategies do not always increase sales, and adopting an investment strategy for supply stability is a more sales -resilient strategy. (5) The results of manufacturer resilience strategy selection under a multi -product supply chain are similar to those for a single product.