Table 5 (a) Supply chain costs in the non-coordinated scenario (italics shows the infeasible solutions for the main problem). (b) Supply chain costs in the coordinated scenario
α | 0.1 | 0.2 | 0.3 | 0.4 | 0.5 | 0.6 | 0.7 | 0.8 | 0.9 | 1 |
|---|---|---|---|---|---|---|---|---|---|---|
(a) Non-coordinated supply chain | ||||||||||
\(C_{chain}^{0}\) | 45,798,900 | 91,555,500 | 137,307,000 | 183,058,000 | 228,805,000 | 274,552,000 | 320,298,000 | 366,045,000 | 411,793,000 | 457,530,000 |
OEM | 13,348,000 | 26,663,000 | 39,975,000 | 53,286,000 | 66,594,000 | 79,903,000 | 93,211,000 | 106,520,000 | 119,830,000 | 133,130,000 |
AM | 27,750,000 | 55,500,000 | 83,250,000 | 111,000,000 | 138,750,000 | 166,500,000 | 194,250,000 | 222,000,000 | 249,750,000 | 277,500,000 |
\(S_{1}\) | 302,100 | 602,970 | 903,640 | 1,204,200 | 1,504,700 | 1,805,100 | 2,105,600 | 2,405,900 | 2,706,300 | 3,006,600 |
\(S_{2}\) | 501,440 | 1,002,000 | 1,502,500 | 2,002,900 | 2,503,200 | 3,003,500 | 3,503,800 | 4,004,100 | 4,504,300 | 5,004,600 |
\(S_{3}\) | 250,850 | 501,200 | 751,470 | 1,001,700 | 1,251,900 | 1,502,100 | 1,752,200 | 2,002,400 | 2,252,500 | 2,502,700 |
\(S_{4}\) | 151,170 | 301,660 | 452,030 | 602,340 | 752,620 | 902,870 | 1,053,100 | 1,203,300 | 1,353,500 | 1,503,700 |
\(S_{5}\) | 962,050 | 1,922,900 | 2,883,600 | 3,844,100 | 4,804,600 | 5,765,000 | 6,725,400 | 7,685,800 | 8,646,200 | 9,606,500 |
\(S_{6}\) | 651,300 | 1,301,800 | 1,952,300 | 2,602,600 | 3,252,900 | 3,903,200 | 4,553,400 | 5,203,700 | 5,853,900 | 6,504,100 |
\(S_{7}\) | 901,680 | 1,802,400 | 2,702,900 | 3,603,400 | 4,503,700 | 5,404,100 | 6,304,400 | 7,204,700 | 8,105,000 | 9,005,300 |
\(S_{8}\) | 326,640 | 652,330 | 977,850 | 1,303,300 | 1,628,700 | 1,954,000 | 2,279,400 | 2,604,700 | 2,929,900 | 3,255,200 |
\(S_{9}\) | 351,760 | 702,480 | 1,053,000 | 1,403,500 | 1,753,900 | 2,104,300 | 2,454,600 | 2,805,000 | 3,155,300 | 3,505,600 |
\(S_{10}\) | 301,880 | 602,660 | 903,260 | 1,203,800 | 1,504,200 | 1,804,600 | 2,105,000 | 2,405,300 | 2,705,700 | 3,006,000 |
(b) Coordinated supply chain | ||||||||||
\(C_{chain}^{0}\) | 44,857,600 | 89,684,400 | 134,479,000 | 179,293,000 | 224,102,000 | 268,910,000 | 313,718,000 | 358,535,000 | 403,295,000 | 447,762,000 |
OEM | 9,269,000 | 18,515,000 | 27,758,000 | 37,000,000 | 46,241,000 | 55,482,000 | 64,722,000 | 73,962,000 | 80,152,000 | 89,052,000 |
AM | 30,892,000 | 61,783,000 | 92,646,000 | 123,530,000 | 154,410,000 | 185,290,000 | 216,170,000 | 247,060,000 | 277,940,000 | 308,820,000 |
\(S_{1}\) | 301,350 | 601,900 | 902,330 | 1,202,700 | 1,503,000 | 1,803,300 | 2,103,600 | 2,403,800 | 2,866,600 | 3,166,800 |
\(S_{2}\) | 501,230 | 1,001,700 | 1,502,100 | 2,002,500 | 2,502,700 | 3,003,000 | 3,503,200 | 4,003,500 | 4,935,500 | 5,435,700 |
\(S_{3}\) | 250,690 | 500,960 | 751,180 | 1,001,400 | 1,251,500 | 1,501,700 | 1,751,800 | 2,001,900 | 2,436,400 | 2,686,500 |
\(S_{4}\) | 150,860 | 301,220 | 451,490 | 601,720 | 751,920 | 902,110 | 1,052,300 | 1,202,400 | 1,466,800 | 1,616,900 |
\(S_{5}\) | 961,310 | 1,921,900 | 2,882,300 | 3,842,600 | 4,802,900 | 5,763,200 | 6,723,500 | 7,683,700 | 9,086,000 | 10,046,000 |
\(S_{6}\) | 651,060 | 1,301,500 | 1,951,800 | 2,602,100 | 3,252,400 | 3,902,600 | 4,552,800 | 5,203,000 | 6,320,100 | 6,970,300 |
\(S_{7}\) | 901,260 | 1,801,800 | 2,702,200 | 3,602,500 | 4,502,800 | 5,403,100 | 6,303,300 | 7,203,600 | 8,644,400 | 9,544,600 |
\(S_{8}\) | 326,220 | 651,730 | 977,120 | 1,302,400 | 1,627,700 | 1,953,000 | 2,278,200 | 2,603,500 | 3,125,300 | 3,450,500 |
\(S_{9}\) | 351,280 | 701,810 | 1,052,200 | 1,402,600 | 1,752,900 | 2,103,100 | 2,453,400 | 2,803,600 | 3,489,700 | 3,839,900 |
\(S_{10}\) | 301,340 | 601,890 | 902,320 | 1,202,700 | 1,503,000 | 1,803,300 | 2,103,500 | 2,403,800 | 2,832,400 | 3,132,600 |