CAJ | 학술논문

产品服务化将通常的产品销售拓展为提供产品和服务的综合体，提高了资源的使用效率，是实现循环经济的重要手段。这种新的商业模式需要供应链企业间重新构建合作关系，以协调各方利益。制造商与供应商协同创新决策过程中多以各自利益最大化为决策目标，协同创新模式的有效建立可实现系统综合效益的增加。不同协同创新模式的比较分析表明，成本共担模式的协调效果较好；但如果制造商要想激励供应商协同创新以解决处置成本增加的影响，收益共享模式则更合适。
산품복무화장통상적산품소수탁전위제공산품화복무적종합체，제고료자원적사용효솔，시실현순배경제적중요수단。저충신적상업모식수요공응련기업간중신구건합작관계，이협조각방이익。제조상여공응상협동창신결책과정중다이각자이익최대화위결책목표，협동창신모식적유효건립가실현계통종합효익적증가。불동협동창신모식적비교분석표명，성본공담모식적협조효과교호；단여과제조상요상격려공응상협동창신이해결처치성본증가적영향，수익공향모식칙경합괄。
Product-Service System expand sale to product and service supply, raises the resource efficiency,and is therefore an important way in circulation in economy. This new business system requires new cooperative relationship between companies in the supply chain to better coordinate the benefits of participants. The goal of collaborative innovation for the manufacturer and supplier is to maximize benefits for each own,and so a good mode allocate the benefits between them effectively. Comparative study shows that cost sharing mode is generally a better choice. But if the manufacturer wants to encourage supplier to join in innovation to reduce the increasing disposal cost,the profit sharing mode is a better solution.