現今的商業模式愈趨複雜，製造產品的供應商不單純只考量製造的問題，同時還需考量到產品性質與鎖定的顧客族群，因此供應商會希望與多間的零售商合作，以爭取產品的曝光機會並提升公司的營收，然而像是高科技產業的產品，其精密的製造過程與創新的技術，使得最終的產品良率無法預期，導致缺貨的狀況產生，因此為了與零售商維持良好的合作關係，彼此會透過簽訂合約的方式以明定彼此之間的權利與義務。
本研究探討單一供應商對兩互相競爭的零售商，且供應商與兩零售商的合作經驗有所不同，一為已是長期合作的零售商，另一則是新的合作廠商，在此供應鏈系統中，供應商與零售商之間為合作關係，然而兩零售商之間則存在著競爭關係。由於供應商存在著產品良率的不確定性，導致供應商供貨不穩定，有別於以往大多採用比例分配或編纂式辭典分配作為分配產能的方法，本研究提出新的策略性產能分配方法，以達成與新廠商合作的目的並同時與長期合作夥伴繼續合作，透過古諾賽局模式描述兩零售商之間對於產能競爭的過程，將對手的訂購策略放入利潤式中，以求最佳的訂購數量使利潤最大化。供應商之於零售商則為史塔克堡競局的領導者，透過零售商的均衡解找出最適當的批發價格與最佳生產數量，以期達到供應商之利潤最大化。儘管各個廠商在決策時都以自身的利潤最佳化為考量，並不一定使整個供應鏈的利潤最好，因此，本研究加入收益分享機制，讓零售商分享利潤於供應商，使供應商在決定生產數量時，能夠將零售商的銷售利益納入評估，藉此提高生產數量。結果顯示透過策略性產能分配，可以讓供應商承受較低的違約風險，同時取得長期合作廠商的信賴，讓長期合作夥伴訂貨較為誠實，另一方面，避免新合作廠商訂貨保守的情形，最後透過收益分享，讓供應商能夠以整體供應鏈的利潤為考量，提升生產數量，增加供應鏈的利潤。

In considering current complex business models, suppliers not only consider manufacturing problems but also product properties and target consumer segments, and they would like to cooperate with multiple retailers to enhance product exposure and revenues. However, the sophisticated manufacturing process and innovative technology of high-tech products often may result in product shortage due to an unpredictable product yield rate. In addition, the stochastic yield rate leads to retailers’ over-ordering strategy to gain more capacity from suppliers. The over-ordering problem often results in that suppliers mistakenly forecast the market demand and decrease the efficiency of the supply chain. This study develops a game theoretic model, in which a signal supplier simultaneously offers a product to a retailer with a long-term cooperative relationship and a new retailer in a supply chain system, to investigate the optimal capacity coordination strategy. Suppose that the supplier and two retailers are a leader and followers, respectively, in a Stackelberg model, and the interaction between the two rival retailers is Cournot competition. We use the strategic capacity allocation rather than the proportional allocation to mitigate the capacity competition between the two retailers. In addition, due to the uncertain yield rate, we use the revenue sharing to compensate the supplier’s lost and encourage supplier to produce more to reduce the product shortage. Consequently, with the strategic capacity allocation and revenue sharing, the members can coordinate and increase their revenue in the whole supply chain.

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