供應鏈管理在製造產業中為一項重要課題，企業除了要從同業競爭中脫穎而出，更重要的是如何建立供應鏈成員合作關係，透過合約的簽訂能夠明確直接地規範供應鏈內成員的買賣行為。在製造產業中，買回合約(buyback contract)常做為零售商轉移剩貨風險之工具，而零售商在供應商期末買回庫存前，也可思考其他銷出庫存之策略，以減輕供應商負擔。因此本研究提出一項新的買回合約內容：未售出之庫存由零售商先進行降價促銷，促銷後若仍有未售出之產品再由供應商買回處理，並且透過收益分享的方式分享部份收入給供應商。在模型建構上，本研究是以零售商的角度考量三種情境：一、簽訂傳統買回合約，不考慮降價。二、考慮降價條件，並以零售商利潤最大化為目標求出最適降價時間點。三、考慮降價條件，並在可將存貨全數賣完之降價時間點進行降價，供應商期末不需買回庫存。綜合以上情境，零售商可根據其利潤高低選擇是否降價以及合適的降價時間點。
模型驗證部份以光學膜產業為例，求解結果發現，零售商在情境二中可獲得最高的利潤，因此零售商會有意願降價促銷，然而並不會全數賣完庫存，而是選擇期末交由供應商買回處理；敏感度分析結果顯示，當售價與收益分享比例提高時，零售商目標利潤也會跟著增加，而當供應商提高回購價格時，零售商會選擇延後降價，使得正常販售期延長，分享較多的收入給供應商，因此買賣雙方在簽署合約時，相關價格的訂定需多加留心。

Buyback contracts are the tools to reduce retailers’ remaining inventory for manufacturing industry. Recent literature has rarely discussed the marketing behaviors of the retailer under buyback contracts; hence, we consider a buyback contract where the retailer should markdown and share the partial revenue to the supplier during the selling season. And we design three scenarios for the retailer to choose: (1) returning unsold units without markdown, (2) returning unsold units with markdown, and (3) selling all units out with markdown. The retailer will depend on the profits of the three scenarios to determine whether to markdown and whether to sell out all units. The demand is assumed to be linearly price and time dependent. And the retailer’s profit with markdown is a cubic polynomial. We use a method to solve the turning point in cubic polynomial. The objective in this research is to find the optimal price markdown time to maximize the retailer’s profit. The analytical results demonstrate that the retailer can obtain the best profit in the second scenario. The effects of contract parameters on profit and optimal markdown time for the retailer are also discussed. In addition, some managerial insights are provided into the buyback contract for the retailer.

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