ABSTRACT

Cannibalisation is still a concern for original equipment manufacturers (OEMs) when they outsource remanufacturing operations to the authorised remanufacturers (ARs). In dealing with the cannibalisation in remanufacturing outsourcing, many OEMs (such as Sun, Apple, Hewlett Packard, Bosch Tools, and Gateway) use core collecting or remanufactured product remarketing. Motivated by examples from industry, we develop two models in which an OEM produces new products but outsources remanufacturing operations to a AR. The two potential strategies for dealing with the cannibalisation from remanufacturing outsourcing are: (1) collecting used cores from consumers, or (2) remarketing all remanufactured products to consumers. Among other results, we find that minimising cannibalisation problems does not equate with maximising profits. In particular, if the collection cost coefficient is not pronounced, the aggressive response by the OEM can effectively minimise the cannibalisation problems, but will reduce the profitability for the OEM on the other hand. Further, as the collection cost coefficient is moderate, remarketing remanufactured products can secure Pareto improvements. As such, we suggest that, practising managers should combine the cannibalisation problems of remanufacturing with the costs of collecting used cores.

摘要

当原始设备制造商 (OEM) 将再制造业务外包给授权再制造商 (AR) 时，它们之间的竞争仍然是一个问题。在处理再制造外包的蚕食问题时，许多OEM（如Sun、Apple、Hewlett Packard、Bosch Tools和Gateway）使用核心收集或再制造产品再营销。受行业示例的启发，我们开发了两种模型，其中 OEM 生产新产品，但将再制造业务外包给 AR。处理再制造外包的两种潜在策略是：(1) 从消费者那里收集使用过的核心，或 (2) 将所有再制造产品再营销给消费者。在其他结果中，我们发现最小化蚕食问题并不等同于最大化利润。特别是，如果回收成本系数不明显，OEM 的积极响应可以有效地减少蚕食问题，但另一方面会降低 OEM 的盈利能力。此外，由于回收成本系数适中，再营销再制造产品可以确保帕累托改进。因此，我们建议实践管理者应该将再制造的蚕食问题与收集使用过的核心的成本结合起来。