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Revenue Management in SCM

Revenue management uses pricing strategies to increase profits from limited supply chain assets. It differentially prices products based on customer segment, availability, and time of use. Revenue management is most effective when product value varies between customer segments, products are perishable, or demand fluctuates seasonally. It can set different prices for customer segments, discount off-peak to shift demand, and optimize bulk vs spot contracts for uncertain demand. Implementing revenue management requires evaluating markets, forecasting, optimization, cross-functional teams, and customer communication.

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Niranjan Thiruchunapalli
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530 views8 pages

Revenue Management in SCM

Revenue management uses pricing strategies to increase profits from limited supply chain assets. It differentially prices products based on customer segment, availability, and time of use. Revenue management is most effective when product value varies between customer segments, products are perishable, or demand fluctuates seasonally. It can set different prices for customer segments, discount off-peak to shift demand, and optimize bulk vs spot contracts for uncertain demand. Implementing revenue management requires evaluating markets, forecasting, optimization, cross-functional teams, and customer communication.

Uploaded by

Niranjan Thiruchunapalli
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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PRICING AND

REVENUE
MANAGEMENT IN
THE SUPPLY CHAIN
The Role of Revenue Management in the
Supply Chain
• Revenue management is the use of pricing to increase the profit
generated from a limited supply of supply chain assets
• Supply assets exist in two forms: capacity and inventory
• Capacity Assets: Production, Transportation and Storage
• Inventory Assets: Improve product availability
• Revenue management may also be defined as the use of
differential pricing based on customer segment, time of use, and
product or capacity availability to increase supply chain profits
• Most common example is probably in airline pricing
Conditions Under Which Revenue Management Has
the Greatest Effect
• The value of the product varies in different market segments
(Example: airline seats)
• The product is highly perishable or product waste occurs
(Example: fashion and seasonal apparel)
• Demand has seasonal and other peaks (Example: products
ordered at Amazon.com)
• The product is sold both in bulk and on the spot market
(Example: owner of warehouse who can decide whether to lease
the entire warehouse through long-term contracts or save a
portion of the warehouse for use in the spot market)
Revenue Management for
Multiple Customer Segments
• If a supplier serves multiple customer segments with a fixed asset,
the supplier can improve revenues by setting different prices for
each segment
• Prices must be set with barriers such that the segment willing to
pay more is not able to pay the lower price
• The amount of the asset reserved for the higher price segment is
such that the expected marginal revenue from the higher priced
segment equals the price of the lower price segment
Revenue Management
for Perishable Assets
• Any asset that loses value over time is perishable
• Examples: high-tech products such as computers and cell phones,
high fashion apparel, underutilized capacity, fruits and vegetables
• Two basic approaches:
• Vary price over time to maximize expected revenue
• Overbook sales of the asset to account for cancellations
Revenue Management
for Seasonal Demand
• Seasonal peaks of demand are common in many supply chains
• Examples: Most retailers achieve a large portion of total annual
demand in December (Amazon.com)
• Off-peak discounting can shift demand from peak to non-peak periods
• Charge higher price during peak periods and a lower price during off-
peak periods
Revenue Management for
Bulk and Spot Customers
• Most consumers of production, warehousing, and
transportation assets in a supply chain face the problem of
constructing a portfolio of long-term bulk contracts and
short-term spot market contracts
• The basic decision is the size of the bulk contract
• The fundamental trade-off is between wasting a portion of
the low-cost bulk contract and paying more for the asset on
the spot market
• Given that both the spot market price and the purchaser’s
need for the asset are uncertain, a decision tree should be
used to evaluate the amount of long-term bulk contract to
sign.
Using Revenue Management
in Practice
• Evaluate your market carefully
• Quantify the benefits of revenue management
• Implement a forecasting process
• Apply optimization to obtain the revenue management decision
• Involve both sales and operations
• Understand and inform the customer
• Integrate supply planning with revenue management

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