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Strategic procurement outsourcing with asymmetric cost information under scale economies

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References

2004Designing Supply Contracts: Contract Type and Information Asymmetry536 cited
2002Competition and Outsourcing with Scale Economies491 cited
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1987Quantity Discounts: Managerial Issues and Research Opportunities304 cited
2012On the Advantage of Quantity Leadership When Outsourcing Production to a Competitive Contract Manufacturer285 cited
2010Group Buying of Competing Retailers171 cited
2009Outsourcing to a Powerful Contract Manufacturer: The Effect of Learning‐by‐Doing166 cited
2006When your contract manufacturer becomes your competitor.161 cited
2007Quantity discounts in single-period supply contracts with asymmetric demand information148 cited
2015Service Channel Choice for Supply Chain: Who is Better Off by Undertaking the Service?147 cited
2006Vertical cost information sharing in a supply chain with value-adding retailers144 cited
2012Should an OEM Retain Component Procurement when the CM Produces Competing Products?131 cited
2012Contracting and coordination under asymmetric production cost information130 cited
2012Delegation vs. Control of Component Procurement Under Asymmetric Cost Information and Simple Contracts129 cited

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2004

A bargaining model with asymmetric information for a single supplier–single buyer problem

126 cited

2009Seller–buyer models of supply chain management with an asymmetric information structure123 cited

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2018Should competing original equipment manufacturers outsource procurement activities under asymmetric cost information?35 cited
2023A co-opetitive newsvendor model with product substitution and a wholesale price contract29 cited
2018A supply chain member should set its margin later if another member's cost is highly uncertain23 cited
2021Should original equipment manufacturer assist noncompetitive contract manufacturer to expand capacity?19 cited
2019Delegation vs. direct sourcing revisited: contract types under correlated supply risks and asymmetric cost information18 cited
2023The platform's store-brand supplier selection and quality information provision decisions10 cited