We believe that a fashion supply chain, with a manufacturer (which may be a fashion brand) and a fashion distributor that sells a fashionable product in a Newsvendor environment where there is only one sales season with only one order and price opportunity; At the end of the sales season, the fashion dealer sells the leftovers with a significant discount price. We are the UK retail price, the unit wholesale price, the unit cost of production, the net end value of the unsold quantity (per unit), the discount per unit and the stage of the destination sale (under the target discount contract; for the linear discount contract). In particular, if the target discount policy is adopted, the retailer can get a discount from the manufacturer for each unit sold beyond. We assume that, and are exogenous and, and are endogenous. In addition, we assume that . Among the discount contracts for selling lens, the manufacturer indicates , and to the distributor. The merchant, on the other hand, determines the amount of order. The fashion merchant is facing uncertain market demand. Two demand models developed by Taylor [6] and Chiu et al.

[17] are used for the analysis of this document, namely non-sales models and Sales-Effort models. For each risk-sensitive supply chain agent, in addition to the expected benefits, the level of risk is also taken into account when making the decision. In this paper, we apply the MV approach to study risk-benefit trade-offs in sales rebate contracts. In the MV approach, the risk borne by a party is quantified by the variance of profits. Denotes by the variance of his argument. The data collected from the current practices of the sale discount contract of five companies (the following fictitious names, MRS, MH, RX, SS and LS) are used in this document to represent the actual companies examined. The data sets are provided by the executives of the companies concerned with our survey conducted in 2009. All of these companies have offices in Hong Kong and are well-established fashion companies) (see Table 1) would be analyzed in three scenarios: CSC (in the case of CSC, all five companies would have to accept a destination sale discount to reach CSC. We follow Chiu et al. [17] to obtain the parameters of the destination contract to reach CSC), current practices and the „No-Rebate” case according to the non-sale effort model. Note that the „No Discount” case has a zero target level and a zero discount.

Since the application information is not provided, we assume that, in all cases, the application follows a normal distribution with an average of 1000 and a standard deviation 300 (note that our own analysis shows that the specific set of parameters does not affect our conclusions and our general conclusions. You will find results with different needs, for example.B. in appendix. This subsection examines Pv-V data from retailers, manufacturers and supply chains (note that the yield differential (PV) is equal to „typical profit gap (SDP) ” squared.