• Industrial Engineering and Management Systems
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• v.13 no.3
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• pp.304-318
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• 2014

It is necessary for a retailer to improve responsiveness to uncertain customer demand in product sales. In order to solve this problem, this paper discusses an optimal operation for a 2-stage-ordering-production system consisting of a retailer and a manufacturer. First, based on the demand information estimated at first order time $t_1$, the retailer determines the optimal initial order quantity $Q^*_1$, the optimal advertising cost $a^*_1$ and the optimal retail price $p^*_1$ of a single product at $t_1$, and then the manufacturer produces $Q^*_1$. Next, the retailer updates the demand information at second order time $t_2$. If the retailer finds that $Q^*_1$ dissatisfies the demand indicated by the demand information updated at $t_2$, the retailer determines the optimal second order quantity $Q^*_2$ under $Q^*_1$ and adjusts optimally the advertising cost and the retail price to $a^*_2$ and $p^*_2$ at $t_2$. Here, decision-making approaches for two situations are made-a decentralized supply chain (DSC) whose objective is to maximize the retailer's profit and an integrated supply chain (ISC) whose objective is to maximize the whole system's profit. In the numerical analysis, the results of the optimal decisions under DSC are compared with those under ISC. In addition, supply chain coordination is discussed to adjust the unit wholesale price at each order time as Nash Bargaining solutions.

• Korean System Dynamics Review
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• v.13 no.1
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• pp.81-112
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• 2012

This study investigate the impact of supply chain contracts on supply chain performance. This study employed Price adjustment contract(PAC) and Quantity adjustment contract(QAC) as two main types of a vertical coordination mechanism. We simulate different types of coordination mechanisms with various degrees of demand uncertainties and several capacity tightness scenarios. This study shows that PAC and QAC significantly enhance the supply chain profits and fill rates suggesting that supply chain performance can be improved by implementing a proper coordination mechanism depends on the level of a capacity tightness and demand uncertainty.

• Ocean and Polar Research
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• v.26 no.2
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• pp.187-197
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• 2004

The purpose of this paper is to investigate economic feasibility of manganese nodules in Korea area (Clarion-Clipperton Fracture Zone). We assumed that the production scale of manganese nodules were 3.0MT or 1.5MT and analyzed that the capital cost and operating cost were estimated in the four sectors, exploration, mining, transportation and metallurgical process. The capital cost and operating cost evaluation reflects the latest technical practices. First, for analyzing economic feasibility, the scenario suggests that the production of 4 metals can be made for 25 years. Assuming the discount rate at 8.0%, equity capital at 50% and tax at 27%. When manganese nodule were mininged 3.0 MT, economic feasibility analyses showed that IRR was 12.8 and pay-back period was 9.2 years, and when manganese nodules were mininged 1.5 MT, economic feasibility analyses showed that IRR was 4.0 and pay-back period was 11.8 years. This study indicated there is economic validity of at the product of manganese nodules 3.0 MT. In addition, we carried out a sensitivity analysis at the change of cobalt price on mining 1.5 MT. The result of sensitivity analysis clearly showed that economic validity is high at increasing of cobalt price 50% up.

• Fashion & Textile Research Journal
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• v.13 no.6
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• pp.909-916
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• 2011

This study explored the differences in consumer characteristics-consumer self-confidence, attitude toward, trust and purchase intention for secondhand fashion goods, self-confidence in fashion coordination, price sensitivity for fashion product, and environment conservation consciousness-according to purchasing experience of secondhand fashion goods. A set of questionnaire was administered to 400 university students in Daegu from 18 to 28 April 2011. Data were analyzed by factor analysis, Cronbach's ${\alpha}$, frequency, t-tests. Secondhand fashion goods shoppers were 135(37%) and non-shoppers were 230(63%). The difference analysis results between the two groups were as follows. First, in consumer self-confidence, shoppers showed higher than non-shoppers except persuasion knowledge, and there was no difference in marketplace interfaces between the two groups. Second, there were significant differences in attitude toward secondhand fashion goods, trust and purchase intention for secondhand fashion goods between the two groups. Third, shoppers had higher self-confidence in fashion coordination than non-shoppers, but there was no difference in environment conservation consciousness and price sensitivity for fashion product between the two groups. For future study, it is suggested to find out more general characteristics of secondhand fashion goods shoppers covering other age brackets.

• Journal of Fashion Business
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• v.11 no.4
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• pp.69-81
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• 2007

This study, for the purpose of comparing and analyzing 23ea of national unisex apparel brands website consists of product, price, promotion and place divided by marketin gmix. Based of theoretical study and pre-research about the marketing mix, we made the classification standard for the marketing mix and analyzed the unisex apparel brand website according to 4P's individual item and the result was appeared like this. First of all, in the product section, this study provide information about product introduction/guidance, a product figure for item, introduction for new items, propose for coordination and brand introduction/information. Secondly, in the price part, almost apparel brands are provide their product's image, or present their goods photo with price, or displayed through the banner advertisement of discount or special price. Thirdly, For the marketing promotion part, compare to the other component in the most of apparel brand's website, marketing promotion has more section than the other marketing mix. And, especially, various events and customer service space has more weight than the others. Forth, in the place section, it's focused on the information of shopping mall location, contact number, address, and on-line shopping mall. In Conclusion, when the most of apparel brands are doing internet marketing, they're concern to product and promotion, but price and place needs more supplement in the unisex apparel brand's marketing mix.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2001.10a
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• pp.395-398
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• 2001

Studies on quantity discounts have been in two directions since Buchanen[1] published that suppliers provide quantity discounts for price discrimination and for channel efficiency. The quantity discounts for price discrimination have been treated in economics. On the contrary, the quantity discounts for channel efficiency have been studied in production management with assumptions and focuses different from economics. In this paper, the differences in each area are analyzed and purchasing situations that supplier's motivation on quantity discounts occurs is analyzed and the purchasing situations for two-stage quantity discounts are specified. In conclusion, we suggest that suppliers can enhance channel coordination through two stage quantity discounts in these purchasing situations.

• Journal of Electrical Engineering and Technology
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• v.8 no.6
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• pp.1269-1275
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• 2013

Recently, many studies have suggested that an electric vehicle (EV) is one of the means for increasing the reliability of power systems in new energy environments. EVs can make a contribution to improving reliability by providing frequency regulation in power systems in which the Vehicle-to-Grid (V2G) technology has been implemented and, if economically viable, can be helpful in increasing power system reliability. This paper presents a stochastic method for optimal coordination of charging and frequency regulation decisions for an EV aggregator using the Least Square Monte-Carlo (LSMC) with modeling of electricity price uncertainty. The LSMC can be used to assess the value of options based on electricity price uncertainty in order to simultaneously optimize the scheduling of EV charging and regulation service for the EV aggregator. The results of a numerical example show that the proposed method can significantly improve the expected profits of an EV aggregator.

• Journal of the Korean Operations Research and Management Science Society
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• v.30 no.3
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• pp.17-39
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• 2005

The coordination of a three-level supply chain consisting of a supplier, a retailer, and a discount outlet (DCO) is studied here. We assume that the product is sold in two consecutive periods a Normal Sales Period (NSP) and a subsequent Clearance Salvage Period (CSP). A benchmark case is studied Initially in which the supply chain is coordinated by a s1n91e agent. Thus, the supplier the retailer, and the discount outlet design a common system that allows centralized decision making about stocking quantities, markdown time schedules, and policies on disposing of leftovers to deliver the greatest possible expected supply chain profit. Next, we consider a decentralized supply chain. Here, decisions are made without coordination. The objective is to maximize an individual party's expected profits. The focus of the study is on the following questions: what factors make the coordination an effective approach for the supply chain? How do we coordinate the supply chain so as to maximize the supply chain Joint expected profit? These and other related study issues are explored in this paper.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.628-634
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• 2009

It is a common practice in Hong Kong for the main contractors of local building projects to sublet most of the work to subcontractors. Consequently their roles have gradually transformed from a constructor to a manager of subcontractors. The outcomes of a project therefore depend heavily on the subcontractors' performance. However, most of the subcontractors complain that they are unable to efficiently and effectively operate due to site coordination problems, such as inaccurate site reference lines, caused by main contractors. The site problems may consume significant amounts of resources if practical solutions cannot be agreed by the project participants early enough. Rahim Organizational Conflict Inventory-II (ROCI-II) model was developed by M.A. Rahim that measure five types of conflict management style including Integrating, Obliging, Dominating, Avoiding and Compromising. This paper presents the questionnaire survey based on the ROCI-II model to rank the preference on the conflict management style adopted by the project representatives of the subcontractors in handling the site coordination problems and its impact to the time used to agree the solutions to the different types of site coordination problems with main contractor. The survey results show that most of the subcontractors' project representatives preferred to adopt the Compromising style to tackle the site coordination problems and the time used to agree the solutions with main contractor was influenced by the conflict management style adopted.

• Industrial Engineering and Management Systems
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• v.12 no.2
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• pp.85-94
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• 2013

This research investigates the supply chain contract between a distributor and a supplier in which the selling period is relatively short in comparison with long production lead time. At the first stage, supplier who is a Stackelberg leader offers the distributor a contract with a set of parameters, and subjected to those parameters, the distributor places the number of initial orders as well as options. In order to purchase the option, the distributor pays non-linear option premium price with respect to the number of purchased options. At the second stage, based on realized demand, the distributor has the right to exercise option as either put or call which is limited up to the number of purchased options. The wholesale price contract is used as a benchmarking contract. This research has confirmed that the supply chain contract with a non-linear option premium price can help to coordinate the supply chain.