关键词: 服务型制造, 成本分担, 生产决策, 资金约束

Abstract: Service-oriented manufacturing is a new manufacturing mode and industrial form that integrates the developments of manufacturing and service, and is an important direction for the high-quality development of China's manufacturing industry. Compared with traditional sales modes, in the equipment production, service-oriented manufacturers not only need to consider the operators' demands for equipment, but also pay attention to the impact of equipment operations and maintenance. Therefore, it is crucial for service-oriented manufacturing enterprises to optimize equipment production with consideration of equipment functionality and durability. However, due to practical factors such as slow capital return, supply chain risks and high production cost, the potential capital shortage has always been an important problem that restricts the service-oriented manufacturing transformation of enterprises. By sharing the production costs of service-oriented manufacturers through operators, cost sharing contracts can achieve higher quality equipment production and become a feasible method to solve financial problems. Therefore, this paper studies the production optimization of service-oriented manufacturing equipment with cost sharing contracts.
This paper considers a supply chain composed of a service-oriented manufacturer and an operator, and builds a Stackelberg game model for two scenarios: without capital constraint (i.e., sufficient capital) and with capital constraints (i.e., scarce capital). The service-oriented manufacturer produces equipment and provides equipment usage service, and then charges the operator usage fees based on the usage time. The operator obtains utility by using equipment to produce products or provide services. As the cost sharing party, the operator first decides whether to make a cost sharing contract with the service-oriented manufacturer. If so, the operator determines the sharing proportion. Next, the service-oriented manufacturer decides the durability based on the functionality and completes equipment production. Finally, the operator decides the usage time and starts the equipment usage service.
Through the analysis, the main results are as follows: (1)Cost sharing contract can effectively motivate the service-oriented manufacturer to improve equipment durability and deal with the lack of capital. The operator should appropriately share the production cost according to the service market price and the service-oriented manufacturer's capital status. (2)Although the cost sharing contract helps to mitigate the pressure of production cost, the service-oriented manufacturer should still trade off the service revenue and operation cost, and design appropriate equipment functionality based on the service market price environment and operation cost parameter. (3)The strategy of introducing the third-party assistance to share cost can improve the cost sharing contract and achieve a multi-win-win situation.
Future research can consider how to implement a mechanism for supply chain profit increment redistribution to the service-oriented manufacturer, operator, and third-party institution. Moreover, our research assumes that equipment functionality and unit time usage fee are exogenous. The endogenous situations are also worth further research.

Key words: service-oriented manufacturing, cost sharing, production decision, capital constrained