Fig 1.
Illustration of coopetitive supply chain relationship.
(a) General manufacturing supply chain network; (b) Coopetition due to vertically integrated company M2 which supplies M1 with component CJ; Red bidirectional arrow points to the components which M2 produces and sells to other manufacturers.
Fig 2.
Classifying manufacturers’ interactions with their suppliers.
(a) In general, there are competitive and cooperative interactions and their intersection forms coopetitive interactions; (b) In the manufacturing supply chain, the competitive interactions only occur together with cooperation interactions; (c) When coopi = 0, there are only cooperative interactions; (d) When coopi = 1, interactions are simutaneously competitive and cooperative, leading to purely coopetitive interactions.
Table 1.
Model parameters for indices and minOrderj,k [22].
Table 2.
Model parameter values of mjk and cjk [22].
Table 3.
Model parameter values of Demandi (in mn) [22].
Table 4.
Model parameter values of prodLimitj,k (in mn) [22].
Fig 3.
Smartphone supply chain network.
Some of the smartphone manufacturing firms are also component suppliers such as Samsung, LG and Sony; Red bidirectional arrows point to the components which vertically integrated firms produce and sell to other manufacturers.
Fig 4.
Coopetition factors (coopi) for each smartphone manufacturer.
Table 5.
Cost for each smartphone manufacturer in various scenarios.
Fig 5.
Bi-objective optimization Pareto front.
(a) Coopetition friendly; and (b) coopetition adverse market scenario.
Table 6.
Range of feasible coopi values for realistic strategies.
Fig 6.
Supply chain network for ideal, realistic and theoretical strategies.
(a) Apple; (b) Samsung; (c) Nokia; and (d) Motorola.