系统管理学报

系统管理学报 ›› 2025, Vol. 34 ›› Issue (4): 928-940.DOI: 10.3969/j.issn.2097-4558.2025.04.002

• 决策科学与运营管理 • 上一篇    下一篇

考虑再制造能力和客户感知价值的服务型制造定价决策

鲁泽禹1，蒋忠中1,2，郑添心1   

  1. 1.东北大学 工商管理学院，沈阳 110167；2.东北大学 辽宁省服务型制造研究院，沈阳 110167
  • 收稿日期:2023-05-23 修回日期:2023-11-12 出版日期:2025-07-28 发布日期:2025-08-11
  • 基金资助:
    国家自然科学基金资助项目（71971052，72331003）；中央高校基本科研业务费国防重大项目（2023GFZD01）

Pricing Decision of Service-Oriented Manufacturing with Customer Perceived Value and Remanufacturing Capability

LU Zeyu1, JIANG Zhongzhong1,2, ZHENG Tianxin1   

  1. 1. School of Business Administration, Northeastern University, Shenyang 110167, China；2.Institute of Service-Oriented Manufacturing （Liaoning Provincial）, Northeastern University, Shenyang 110167, China
  • Received:2023-05-23 Revised:2023-11-12 Online:2025-07-28 Published:2025-08-11

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摘要： 再制造是服务型制造市场可持续发展的重要环节，不仅能促进节能减排，发展循环经济，提升制造业水平，还能为客户提供物美价廉的产品。然而，受再制造能力、客户感知价值差异、产品生产成本以及新产品与再制造产品同台竞争的交互影响，服务型制造商在动态情形下如何制定最优的价格有待深入研究。为此，针对服务型制造商在两周期内新产品与再制造产品的动态定价问题，构建了服务型制造商与客户间的博弈模型，重点探讨客户对再制造产品的感知价值差异及产品再制造能力对两者定价决策的影响。研究表明：当新产品生产成本较低或适中时，两周期新产品价格相同；当新产品生产成本较高时，服务型制造商将在第一周期降低新产品价格以促进销量，从而增加第二周期可再制造的数量。随着新产品生产成本的提高，服务型制造商会从不再制造逐渐转为部分再制造，最终实现全部再制造，且再制造能有效降低利润损失率。此外，服务型制造商受益于再制造能力和感知价值因子的共同提升。研究成果可为服务型制造商制定考虑产品再制造的定价策略提供了重要的管理启示。

关键词: 服务型制造, 定价决策, 感知价值, 再制造能力

Abstract: Remanufacturing, as an important component of sustainable development of service-oriented manufacturing market, not only promotes energy conservation and the circular economy, but also improves manufacturing efficiency while providing high-quality, affordable products. However, due to the influence of remanufacturing capacity, perceived value, production cost, and competition between new products and remanufactured products, determining optimal price in dynamic two-period scenarios remains a pressing challenge. To address this, a game model between service-oriented manufacturer and customers was developed to explore the effects of perceived value of remanufactured products and remanufacturing capability on pricing decisions. The results show that when the production cost of new products is low or moderate, the prices of new products in two periods remain the same. In other cases, service-oriented manufacturer set a lower price in the first period to stimulate sales, subsequently increasing the remanufacturing volume in the second period. With the increase of production cost of new products, service-oriented manufacturers gradually shift from no manufacturing to partial and finally full remanufacturing, with remanufacturing helping to reduce profit loss. Additionally, service-oriented manufacturers benefit from an increase in remanufacturing capacity and perceived value factor. These findings provide practical insights for service-oriented manufacturers in formulating pricing strategies for remanufactured products.

Key words: service-oriented manufacturing, pricing decision, customer perceived value, remanufacturing capacitycapability

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