Current literature primarily emphasizes coordination issues, but underestimates the importance of integration between retailers. This paper develops a retailer-led decentralized optimization model and a centralized decision-making model for supply chain operations by taking into consideration of sales price discount and transport capacity flexibility. We study delivery frequency and lot size, and analyze how a firm's decision rights can affect the performance of individual firms and the entire supply chain. Large retailers have the economies of-scale advantage when negotiating directly with suppliers. Hence,these retailers can not only have great price discount, but also largely reduced transportation cost. We defined the relationships between megs retailers and their suppliers as the “retailer-lsd decentralized optimization model” because megs retailers can influence the decision of suppliers. A retailer-led decentralized optimization model can inevitably create deviations between optimization of individual retailers and the entire supply chain. In order to solve “anti-beck-effective" phenomenon between retailer and supplier, we developed a centralized decision-making model for the entire supply chain and studied transportation integration problems of homogeneous retailers. In the first part of this paper, we described model assumptions and analyzed the cost structures of retailer and supplier. In the second part, we used the cost-benefit function to develop a retailer-led model of decentralized optimization ( Model 1 ), a centralized decision-making model for the entire supply chain (Model 2 ) and a centralized decision-making model integrating homogeneous retailers (Model 3 ). The retailer-led decentralized optimization model assumes that retailers occupy the dominant position and are responsible for handling logistics and distribution. However, the model can create supply chain inefficiency. The centralized decisionmaking model is to overcome the weakness of the decentralized model by having headquarters take responsibility for the entire supply chain operation, including decisions on the optimal delivery frequency and distribution quantity. Our centralized decision-making model assumes that two retailers have the same cost structure. Their logistics and distribution are integrated. Through the model analysis, we formulated optimal strategies for suppliers, retailers, and the entire supply chain, solved issues associated with transport capacity flexibility, and analyzed the effect of transportation and inventory parameters. The optimal delivery quantity is the same for suppliers and retailers at the critical flexibility point. The optimal delivery quantity deviates along with the deviation of critical delivery capacity flexibility. We then compared the total cost of retailer-led decentralized optimization model with that of centralized decision-making model. We further investigated optimal strategies and system performance of different models. The study showed that in the retailer-led decentralized optimization model, unit inventory costs and demands are positively correlated to the delivery frequency and wholesale price. However, discount coefficients of wholesale price, flexibility coefficients of transport capacity, and fixed transportation costs are negatively correlated to the delivery frequency and wholesale price. When transportation and inventory cost structures are homogeneous, the competitive advantages of retailers are mainly determined by delivery quantities. Retailers with large delivery quantity have cost advantages. In the centralized decision-making model ,unit inventory cost and demand are positively correlated to the delivery frequency. In contrast, flexibility coefficients of transport capacity and fixed transportation costs are negatively correlated to the delivery frequency. Their impacts on delivery quantity are opposite to their impact on delivery frequency. The cost savings of a centralized decision-making model integrating homogeneous retailers is inversely proportional to the unit inventory cost. The delivery frequency of Model 1 is smaller than that of Model 2. The delivery frequency of Model 3 falls between two retailers' delivery frequencies in Model 2. The delivery quantity of Model 1 is larger than that of Model 2. The delivery quantity of Model 3 falls between the two retailers' delivery frequency in Model 2. The inventory cost of Model 1 is higher than that of Model 2, and the relationship of inventory cost between Model 3 and Model 2 depends on their delivery frequency. The transportation cost of Model 1 is smaller than that of Model 2. The total cost of Model 3 is smaller than that of Model 2, which is smaller than that of Model 1.%供应链决策权分配对系统最优决策和系统绩效有决定性的影响.本文基于决策权的不同分配建立了零售商主导的分散决策模型和供应链集中决策模型,并考虑了运输整合.研究表明,零售商主导的分散决策模型的配送频率最小,配送批量最大;零售商主导的分散决策模型的库存成本大于供应链集中决策模型的库存成本;零售商主导的分散决策模型的运输成本小于供应链集中决策模型的运输成本;供应链集中决策模型的总成本小于零售商主导的分散决策模型总成本.
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