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A closed‐loop supply chain decision model considering corporate social responsibility and value‐added services

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  • Ruifeng Gong
  • Jian Xue
  • Ruli Liu
  • Jinhua Zhou
  • Laijun Zhao

Abstract

This paper by comparing the decision results in three closed‐loop supply chain (CLSC) cases, to explore the effects of corporate social responsibility (CSR) and value‐added service on the mechanism of stakeholders' decision making. The results show that CSR and value‐added services play significant roles in the optimal decisions of different individuals. The improvement of the value‐added service level is conducive to increasing the demand and the recovery rate, thereby promoting the profitability of the supply chain and social welfare. However, the effect of value‐added services on the performance of stakeholders strictly depends on the degree of CSR. Our numerical results provide insights into social welfare improvement.

Suggested Citation

  • Ruifeng Gong & Jian Xue & Ruli Liu & Jinhua Zhou & Laijun Zhao, 2022. "A closed‐loop supply chain decision model considering corporate social responsibility and value‐added services," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 43(6), pages 1704-1720, September.
    • Handle: RePEc:wly:mgtdec:v:43:y:2022:i:6:p:1704-1720
    DOI: 10.1002/mde.3481
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    2. Yuyang Tan & Chunxiang Guo & Dong Cai, 2023. "Value‐added service decision and coordination under fresh produce e‐commerce considering order cancelation," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 44(4), pages 2199-2210, June.

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