Third-party logistics firm's technology investment and financing options in platform-based supply chain with 4PL service
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Publication:6583701
DOI10.1002/NAV.22177zbMATH Open1546.90003MaRDI QIDQ6583701FDOQ6583701
Authors: Gongbing Bi, Fuli Shen, Yang Xu
Publication date: 6 August 2024
Published in: Naval Research Logistics (Search for Journal in Brave)
Recommendations
- Benefits of third-party logistics firms as financing providers
- System value of 3PL to the supply chain with capital constraints
- Optimal operational strategies of capital-constrained supply chain with logistics service and price dependent demand under 3PL financing service
- Joint logistics and financial services by a 3PL firm
- A study on the pricing model for 3PL of inventory financing
Applications of game theory (91A80) Inventory, storage, reservoirs (90B05) Transportation, logistics and supply chain management (90B06) Microeconomic theory (price theory and economic markets) (91B24)
Cites Work
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- Financing the newsvendor: supplier vs. bank, and the structure of optimal trade credit contracts
- Joint logistics and financial services by a 3PL firm
- Financing newsvendor inventory
- Analysis of financing strategy in coopetition supply chain with opportunity cost
- Financing online retailers: bank vs. electronic business platform, equilibrium, and coordinating strategy
- Supply licensing when the manufacturer strategically commits to invest in R\&D
- Pricing and financing strategies of a dual-channel supply chain with a capital-constrained manufacturer
- The optimal combination between selling mode and logistics service strategy in an e-commerce market
- Benefits of third-party logistics firms as financing providers
- Manufacturer encroachment with capital-constrained competitive retailers
- Joint optimization of e-commerce supply chain financing strategy and channel contract
- Trade credit contract in the presence of retailer investment opportunity
- The impact of animal welfare regulations on firms' product offerings: Humane or organic product?
- Are price matching and logistics service enhancement always effective strategies for improving profitability?
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