Abstract

This study formulates an inventory model with limited storage capacity under the condition of order-size dependent trade credit. Shortages are allowed and partially backlogged. The objective of this study is to determine the optimal replenishment cycle length, the optimal fraction of no shortage, and whether retailers should choose to rent an extra warehouse to store more items, such that retailers’ total annual profit is maximized. We prove the global optimally of objective functions and derive the closed-form optimal solution. Some numerical examples are presented to illustrate the applicability of the proposed model. Sensitivity analysis is carried out and managerial insights are obtained. We find that if retailers’ own warehouse capacity is relatively small, they always benefit from enlarging order quantity and renting an extra warehouse; meanwhile, suppliers further prolong the credit period is beneficial for both parties. On the contrary, as retailers’ own warehouse capacity increases and exceeds the optimal order quantity under that of without capacity constraints, adopting the same replenishment strategy as that without capacity constraints is profitable for retailers. Our results also reveal that other model parameters (e.g., ordering cost, inventory holding cost, shortages cost, backordering rate, etc.) have a significant impact on retailers’ optimal decisions.

Highlights

  • Providing a reasonable and efficient way to manage inventory is one of the most challenging activities that business organizations face; this provision serves as a significant role in the success of organizations in the current competitive market (Taleizadeh et al, 2013; Diabat et al, 2017; Lashgari et al, 2018; Tiwari et al, 2020)

  • Suppliers further prolong the credit period is beneficial for both parties because retailers will place a larger order quantity that is directly favorable for suppliers’ business

  • This study considers a flexible order-size dependent trade credit in formulating a specific inventory model to further adapt to the real business world

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Summary

Introduction

Providing a reasonable and efficient way to manage inventory is one of the most challenging activities that business organizations face; this provision serves as a significant role in the success of organizations in the current competitive market (Taleizadeh et al, 2013; Diabat et al, 2017; Lashgari et al, 2018; Tiwari et al, 2020). As market trends change and competition intensifies in today’s business world, suppliers usually grant trade credit to retailers to increase sales and reduce inventory (Ouyang et al, 2008; Teng et al, 2012; Jaggi et al, 2017; Wu et al, 2018; Li et al, 2021) Under this policy, suppliers agree to offer retailers a certain grace period to pay off their purchase costs. Specific results include: (1) when retailers’ OW capacity is relatively small, they always benefit from enlarging order quantity and renting an additional warehouse, thereby enjoying a longer credit period In this situation, suppliers further prolong the credit period is beneficial for both parties because retailers will place a larger order quantity that is directly favorable for suppliers’ business. We conclude this paper by summarizing conclusions and possible directions for further research

Literature review
Inventory models with trade credit
Inventory models with limited storage capacity
Contributions to the literature
Objective function
A Fixed ordering cost per order c
Model formulation
Deriving closed-form optimal solution
Case 1-2
Case 2-1
Case 2-2
Solution procedure
Numerical examples and sensitivity analysis
Managerial insights
Findings
Conclusions
Full Text
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