This paper considers an outsourced supply chain comprising a contract manufacturer (CM), an original equipment manufacturer (OEM) and an online platform. In addition to providing contract manufacturing services to the OEM, the CM enters the market using the customer‐to‐manufacturer (C2M) strategy. Two baseline models and four encroachment models with different selling modes are modeled to explore the interaction among CM encroachment, selling modes and the C2M strategy. We find that the CM will always encroach if brand substitution is sufficiently high. However, the CM will still encroach despite brand substitution being low if the platform charges the OEM a high commission rate in Scenario PR. The results also show that the CM may increase or decrease the wholesale price charged to the OEM according to his dependence on the OEM channel and direct channel. Finally, we find that after CM encroachment, the OEM is worse off, while the platform may be better or worse off. The profits of the CM, OEM, and platform decrease if customers are more concerned about production flexibility. Our work provides guidance for CM encroachment from the perspective of channel choice and product strategy and offers managerial insights into C2M practice.

中文翻译：

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不同平台销售模式下客户对制造商策略的合约制造商入侵

本文考虑了一个外包供应链，包括合同制造商（CM）、原始设备制造商（OEM）和在线平台。除了向 OEM 提供合同制造服务外，CM 还采用客户对制造商 (C2M) 策略进入市场。建立了两个基线模型和四种不同销售模式的侵入模型，以探索 CM 侵入、销售模式和 C2M 策略之间的相互作用。我们发现，如果品牌替代足够高，CM 总是会蚕食市场。但如果平台在场景公关中向主机厂收取较高的佣金，即使品牌替代性较低，CM仍会介入。结果还表明，CM 可能会根据其对 OEM 渠道和直营渠道的依赖程度增加或减少向 OEM 收取的批发价格。最后，我们发现，在CM侵占之后，OEM的境况变得更糟，而平台的境况可能会更好，也可能更糟。如果客户更关心生产灵活性，CM、OEM 和平台的利润就会下降。我们的工作从渠道选择和产品策略的角度为CM的入侵​​提供了指导，并为C2M实践提供了管理见解。