NORTHWESTERN UNIVERSITY
SUPPLY CHAIN MANAGEMENT IN THE PRESENCE OF STRATEGIC
CONSUMERS AND CONSUMPTION EXTERNALITIES
A DISSERTATION
SUBMITTED TO THE GRADUATE SCHOOL
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
for the degree
DOCTOR OF PHILOSOPHY
Field of Industrial Engineering and Management Sciences
By
KENAN ARİFOĞLU
EVANSTON, ILLINOIS
August 2012
UMI Number: 3527503
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3
Abstract
SUPPLY CHAIN MANAGEMENT IN THE PRESENCE OF STRATEGIC CONSUMERS AND
CONSUMPTION EXTERNALITIES
KENAN ARİFOĞLU
In this dissertation, I study the management of supply chains in which consumers’ utilities from the
product depend on the total consumption (consumption externalities) and all parties involved, consumers
as well, maximize their own well-being (strategic consumers). I consider two practical motivations:
vaccine for seasonal influenza (flu) epidemic and high-fashion luxury goods.
In Chapter 2, I study the impact of yield uncertainty (supply side) and self-interested consumers
(demand side) on the inefficiency in the influenza vaccine supply chain. Previous economic studies,
focusing on demand side, find that the equilibrium demand is always less than the socially optimal
demand since self-interested individuals do not internalize the social benefit of protecting others via
reduced infectiousness (positive externality). In contrast, I show that the equilibrium demand can be
greater than the socially optimal demand after accounting for the limited supply due to yield uncertainty
and manufacturer’s incentives. The main driver for this result is a second (negative) externality: selfinterested individuals ignore that vaccinating people with high infection costs is more beneficial for
the society when supply is limited. I show that the extent of the negative externality can be reduced
through more efficient and less uncertain allocation mechanisms. In order to investigate the relative
effectiveness of government interventions on supply and demand sides under various demand and supply
4
characteristics, I construct two partially centralized scenarios, where the social planner (government)
intervenes either on the demand side or the supply side but not both, and conduct an extensive numerical
analysis.
In Chapter 3, I develop a mechanism which coordinates a supply chain with consumption externalities and a profit-maximizing manufacturer having uncertain production process in the presence of
rational consumers. This mechanism includes tax/subsidy payments on the demand side (individual consumers) and a transfer payment on the supply side (manufacturer). I show that, under the mechanism,
the manufacturer is ex ante better off; moreover, expected total utility of all individuals are higher. I also
show that the mechanism allows arbitrary division of ex ante total social welfare between individuals and
the manufacturer.
Chapter 4 develops an analytical model to study the impact of snobbish (exclusivity-seeking) consumer behavior on a firm’s price and quantity decisions. I consider a profit-maximizing monopoly firm
selling a product over two periods to two segments of consumers (with high and low valuation of the
product), who are forward-looking and snobbish, i.e., their valuation of the product decreases as more
people in the population consume it. This modeling framework enables me to explain the heterogeneity
in pricing of snob appeal products observed in practice. Specifically, I find that markdown pricing is optimal when the fraction of high-value consumers is small whereas uniform pricing is optimal when this
fraction is large. Thus, snobbish consumer behavior provides another motivation for markdown pricing.
When selling to snobbish consumers, inter-temporal price discrimination increases product exclusivity
and hence consumers’ willingness to pay, in addition to the usual effect of attracting consumers with
different valuations. Similar to normal products, I find that advance purchase discounts are optimal only
when consumers do not know their true valuations in the first period. However, I show that snobbish
consumer behavior coupled with uncertain valuations may lead to discounts in advance. I use this modeling framework to formally distinguish between scarcity and exclusivity, where the former is defined
with respect to the demand whereas the latter is defined with respect to the entire population. I find that
5
snobbish consumer behavior leads to scarcity, but not necessarily to exclusivity, i.e., the product may be
exclusive even when consumers are not snobbish. Finally, contrary to intuition, I find that the product
may become more exclusive when the price is marked down and hence price markdowns need not always
be associated with excess inventory when selling to snobbish consumers.
6
Acknowledgements
This dissertation would not have been possible without the guidance of my committee members,
help from friends, and support from my family.
I would like to express my deepest gratitude to my principal advisor, Prof. Seyed Iravani, for his
guidance, caring, and providing me with an excellent free research atmosphere. I am indebted to my
second advisor, Prof. Sarang Deo. I thank him for many stimulating academic discussions, his dedicated
advising, his work ethic, and his incredible involvement, support and encouragement. I learned a lot
from both of my advisors.
I am very grateful to Prof. Izak Duenyas for his guidance and support during my research assistantship at the University of Michigan. He was a great resource for me. I enjoyed working with him
and engaging in academic discussions. I thank my committee member Prof. Diego Klabjan for his
thought-provoking questions and suggestions.
I thank Prof. Martin Larivieri for always being there to discuss research problems. His suggestions
greatly improved this dissertation. I thank Prof. Barış Ata for his mentorship.
I have been very fortunate to know many people during my doctoral study at Northwestern University. I am thankful to all of my professors, classmates, and officemates. My special thanks go to Linlin,
Luis, Mustafa, Neda, and Yan. I have benefited a lot from my conversations with them. I also would like
to thank Ahmet, Betul, Can, Gökhan, Gürkan, Kezban, Koray, Muzaffer, and Yasin. They were a constant
source of encouragement and support; it would have been very boring without their companionship.
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Last, but definitely not the least, I am immensely grateful to my family, especially to my parents. It
was their unconditional love, care, and encouragement which made this dissertation possible. Without
their support, I do not think that I could overcome the difficulties during these years.
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Dedication
To my parents,
Ali and Radet Arifoğlu,
who made all of this possible,
for their love and continuous support.
9
Contents
Abstract
3
Acknowledgements
6
Dedication
8
List of Tables
11
List of Figures
12
Chapter 1.
Introduction
14
Chapter 2.
Consumption Externality and Yield Uncertainty in the Influenza Vaccine Supply Chain:
Interventions in Demand and Supply Sides
19
2.1.
Introduction
19
2.2.
Literature Review
22
2.3.
Model and Assumptions
24
2.4.
Equilibrium in the Decentralized System
28
2.5.
Optimal Solution of the Centralized System
33
2.6.
Government Interventions
39
2.7.
Deterministic Yield
43
2.8.
Numerical Study
44
2.9.
Conclusion and Future Research
50
2.A.
Appendix for Chapter 2
51
10
Chapter 3.
Coordinating Supply Chains with Uncertain Yield and Consumption Externalities
79
3.1.
Introduction
79
3.2.
Related Literature
81
3.3.
Model Fundamentals
83
3.4.
Social Optimum
86
3.5.
Supply Chain Inefficiency and Coordination
88
3.6.
Conclusion
97
3.A.
Appendix for Chapter 3
99
Chapter 4.
Pricing and Strategic Rationing When Selling to Snobbish Consumers
106
4.1.
Introduction
106
4.2.
Review of the Related Literature
110
4.3.
Model Description
112
4.4.
Capacity under Different Pricing Policies
114
4.5.
Optimal Selling Strategy with Deterministic Consumer Valuations
122
4.6.
Extensions
129
4.7.
Conclusion and Future Research
138
4.A.
Appendix for Chapter 4
140
Chapter 5.
Conclusion and Future Research
162
5.1.
Summary
162
5.2.
Future research
165
Bibliography
167
11
List of Tables
2.1
Characterization of four systems analyzed
40
2.2
Values of input parameters
46
4.1
Equilibrium capacity with potentially-optimal APD when the population is
homogeneous and consumer valuations are uncertain.
4.2
Equilibrium price, capacity and demand with potentially-optimal UP when the
population is homogenous and consumer valuations are uncertain.
4.3
133
Equilibrium price, capacity and demand with potentially-optimal UP when the
population is homogenous and consumer valuations are deterministic.
4.7
132
Equilibrium price, capacity and demand with potentially-optimal MP when the
population is heterogeneous and consumer valuations are deterministic.
4.6
121
Equilibrium price, capacity and demand with potentially-optimal UP when the
population is heterogeneous and consumer valuations are deterministic.
4.5
119
Equilibrium capacity with potentially-optimal MP when the population is homogeneous
and consumer valuations are uncertain.
4.4
117
150
Equilibrium capacity with potentially-optimal MP when the population is homogenous
and consumer valuations are deterministic.
150
12
List of Figures
2.1
Demand in the decentralized and centralized systems
2.2
Marginal social benefit when social planner decides the demand, where B (δ) is given
by (2.14)
2.3
46
Sensitivity analysis of Availability and Negative Externality Effects when R0 = 3. The
socially optimal β in each case is pointed by an arrow.
2.5
39
Value of centralized solution, and supply-side and demand-side interventions for
w/c = 2, c = 3, θ = 10 and β = 0.25δ̄
2.4
31
49
(a) Ex post demand in the decentralized equilibrium and social optimum; (b) The
probability density function (PDF) and cumulative distribution function (CDF) of yield 53
2.6
(a) Ex post demand in the decentralized equilibrium and social optimum; (b) The
probability density function (PDF) and cumulative distribution function (CDF) of yield 54
3.1
The additional gain/loss from vaccination under the mechanism (tnv (Qr ) − tv (Qr ))
94
3.2
Transfer payment from the government to the manufacturer (T (Qr )).
97
4.1
Firm’s selling strategy when consumer valuations are deterministic, i.e., α = 1
and β = 0. For a fixed vH , the plane (λ, θ) is divided into four (I-IV) regions.
The θ̃ functions defining the boundary of regions are given by (4.30)-(4.32).
123
13
4.2
Firm’s capacity and the discount rate as a function of sensitivity to consumption (λ)
when consumer valuations are deterministic, and vH = 15, vL = 5, c = 1, θ∗ ' 0.286
4.3
and N = 1000.
127
Firm’s optimal selling strategy when N = 1000, vH = 15, vL = 5 and c = 1.
136
14
CHAPTER 1
Introduction
According to Global Supply Chain Forum,
Supply chain management (SCM) is the integration of key business processes across the
supply chain for the purpose of creating value for customers and stakeholders [Cooper
et al., 1997].
In the last 30 years, SCM has gotten a lot of scholarly attention. Researchers in operations management
/research studied various aspects of SCM, i.e., number and location of facilities in a supply chain, amount
of capacity at each facility, allocation of facilities to market locations, inventory control, coordination and
information sharing between the parties in a supply chain, etc.
Chopra and Meindl [2004, pg. 31] consider “understanding the customer” as an essential part of
SCM. The way consumers think and their motivations for consumption affect both marketing and supply
chain strategies (i.e., operations, distribution and service) of a firm. Despite its importance, research
modeling the effect of consumer behavior on supply chain strategies has recently started. Several papers
in operations management [Dana and Petruzzi, 2001; Su and Zhang, 2008; Liu and van Ryzin, 2008;
Cachon and Swinney, 2009] study forward-looking (strategic) consumer behavior. These papers assume
that consumers are no longer myopic and choose the time of their purchase so as to maximize their utility.
They show that strategic consumer behavior affects the pricing policy and capacity decision of a firm.
For example, a firm selling to strategic consumers should set a lower capacity when the price is marked
down over time since this discourages strategic consumers from waiting for lower prices [Su and Zhang,
2008; Liu and van Ryzin, 2008].
15
A consumer’s purchasing behavior is not independent from that of other consumers. For example,
if a consumer decide to buy the product, she decreases the product availability for all other consumers,
as a result, it imposes negative consumption externality among consumers who are willing to purchase
the product. This, in turn, discourages the consumers with low valuations from buying which results
in lower aggregate demand. Operations management papers modeling strategic consumer behavior also
consider the dependence between product availability and consumers’ purchasing decisions (see Shen
and Su [2007] and Aviv et al. [2009] for an overview of these papers).
However, consumption externalities affect the purchasing behavior of consumers not only through
product availability. In fact, consumers value certain products based on the total consumption. For example, if too many people are vaccinated against an infectious disease, probability of infection is very
low for each unvaccinated individual, so is the value of the vaccine. Similarly, a BMW on every driveway may dilute the value of the car to consumers [Amaldoss and Jain, 2005a]. Except two recent studies
[Agrawal et al., 2011; Tereyağoğlu and Veeraraghavan, 2012], the dependence of consumer valuations on
the total consumption is not studied in operations literature. Both Agrawal et al. [2011] and Tereyağoğlu
and Veeraraghavan [2012] assume that consumers are exclusivity-seeking (snobbish), i.e., the product is
less valuable if too many people purchase it. Agrawal et al. [2011] analyze product design and introduction decisions of a firm selling a durable good to snobbish consumers. They show that firms selling to
snobbish consumers should design products that undergo slow value erosion, and should introduce them
at high-price and low-volume. Tereyağoğlu and Veeraraghavan [2012] analyze the pricing and production decisions of a firm selling to a heterogeneous market which also includes snobbish consumers. They
show that, depending on the market composition and consumers’ sensitivity to consumption, the firm
may charge a higher price and set a lower capacity when selling to snobbish consumers.
Certainly, a model ignoring strategic consumer behavior and consumption externalities cannot accurately represent the supply chain of certain products. The solution of such a model may exacerbate
16
the total supply chain inefficiency. Thus, in this research, we study the supply chains with strategic consumer behavior and consumption externalities. Our research is particularly motivated by the vaccine for
seasonal influenza (flu) epidemic and luxury goods.
In Chapter 2, we study the influenza (flu) vaccine supply chain in the USA. The influenza vaccine
in the USA is produced by private companies through a complex and unreliable production process and
consumers make their vaccination decisions in a rational and self-interested way [Pauly, 2005; Vietri
et al., 2008]. The supply chain of vaccines, especially that of influenza vaccine, has long been studied
by researchers in health economics (i.e., Brito et al. [1991]), epidemiology (i.e., Bauch and Earn [2004];
Reluga et al. [2006]; Galvani et al. [2007]) and operations management (i.e., Chick et al. [2008]; Deo and
Corbett [2009]). Papers in health economics and epidemiology literatures focus only on the rational decision making by consumers and assume that the vaccine supply is unlimited whereas those in operations
management literature study only the supply side and ignore the rational decision making by consumers.
However, we consider both supply and demand sides and show that the interaction between them leads
to novel insights. For example, Brito et al. [1991] find that when the vaccine supply is unlimited, the
supply chain inefficiency is due to the positive externality, i.e., each consumer considers only direct benefits from vaccination but ignore the social benefits due to protecting others via reduced infectiousness,
and hence the demand is lower in equilibrium than in the socially-optimal solution. In contrast, we show
that when supply is endogenized, the supply chain inefficiency may be due to the negative externality,
i.e., when the vaccine supply is limited, each consumer searching for the vaccine reduces the vaccine
availability for other consumers, which results in equilibrium demand being higher than socially-optimal
demand. Problems related to flu vaccine supply chain in the recent past have generated a lot of public
as well as scholarly reactions advocating a need for a more active role by the government [Kilbourne,
1991; Harris, 2006; Hinman, 2005a]. However, there is considerable debate about the exact nature of this
intervention. Opinions range from interventions focusing solely on the demand side (to induce demand)
such as increased insurance coverage, improving accessibility and public awareness campaigns [Institute
17
of Medicine, 2004; Hinman, 2005b], to those focusing solely on the supply-side (to ensure more supply) such as subsidizing the manufacturers and even owning production facilities [Grady, 2004; Hinman
et al., 2005]. To address this policy debate, in Chapter 2, we also analyze the relative effectiveness of
government interventions in only one (demand or supply) side of the supply chain.
In Chapter 3, motivated by flu vaccine supply chain, we design a mechanism which eliminates the
entire inefficiency in a supply chain with consumption externalities and a profit-maximizing manufacturer having uncertain production yield. This mechanism aligns consumers’ incentives with social optimum through tax and subsidies on the demand side. To eliminate the inefficiency due to negative
externality, the mechanism curbs the demand by taxing/subsidizing vaccinated/unvaccinated consumers
for low realizations of production quantity. On the other hand, for high realization of production quantity, it taxes/subsidizes unvaccinated/vaccinated consumers to induce the demand and to decrease the
inefficiency due to positive externality. On the supply side, our mechanism requires a transfer payment
between the manufacturer and social planner. Through this transfer payment, the social planner shares
the manufacturer’s risk due to uncetain yield.
In Chapter 4, motivated by high-fashion luxury products, we develop a model to study the pricing
policy and capacity decision of a monopolist firm selling a product over two periods to strategic and
snobbish consumers who value a product less as more people consume it. The literature has identified demand uncertainty [Rodriguez and Locay, 2002; Nocke and Peitz, 2007], risk-averse attitude of
consumers [Liu and van Ryzin, 2008] and uncertain consumer valuations [Möller and Watanabe, 2010]
as some reasons why firms use inter-temporal pricing (e.g., price markdowns or advance purchase discounts) and why they create scarcity intentionally. We complement the literature by studying the implications of snobbish consumer behavior on firm’s pricing policy and capacity decision. We show that firms
selling snob-appeal products intentionally create scarcity due to exclusivity-seeking consumer behavior
[Rosenbloom, November 19, 2009]. We also find that the snobbish consumer behavior itself leads to the
optimality of inter-temporal pricing when the number of consumers valuing the product high is low. Due
18
exclusivity-seeking consumer behavior, the firm creates scarcity to charge a higher price which creates
rationing risk. Consumers with high valuations can pay more not to be rationed. Therefore, the firm
sells the product at higher price and only consumers with high valuations purchase. Later, she reduces
the price and satisfy demand coming from consumers with lower valuations. When the number of consumers with high valuations is very large (i.e., the firm has high brand image), the firm does not mark the
price down and always charges a very high uniform price. Consistent with this result, we observe that
brands with high image, e.g., Louis Vuitton and Hermes, never discount [Sherman, July 10, 2009].
Lastly, we summarize our main findings and discuss about the ideas for future research in Chapter 5.
19
CHAPTER 2
Consumption Externality and Yield Uncertainty in the Influenza Vaccine
Supply Chain: Interventions in Demand and Supply Sides
2.1. Introduction
Unlike pediatric vaccines, supply chain for the influenza (flu) vaccine in the U.S. is highly decentralized. Profit maximizing firms decide the production quantity and bring the produced vaccine to the
market while individuals decide whether or not to get vaccinated in a rational and self-interested manner
based on the availability of the vaccine, severity of the infection, and vaccination costs [Vietri et al.,
2008]. The role of the government and its agencies such as the Center for Diseases Control and Prevention (CDC) is limited to deciding the vaccine composition and recommending priority groups for
vaccination [Institute of Medicine, 2004; Government Accountability Office, 2004]. On the supply side,
potentially insufficient incentives of manufacturers together with a long production process (six to eight
months) and the significant uncertainty in the production yield have contributed to shortages in the recent past [Government Accountability Office, 2004]. On the demand side, positive externality effect
associated with vaccination—each vaccinated individual decreases the infection risk of her close contacts but fails to internalize this value while making her own vaccination decision [Brito et al., 1991]—
has arguably contributed to vaccination coverage rates that are lower than the socially desired target rates
[Harper et al., 2005].
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