The Economics of AI Supply Chain Regulation

Consider a market of competing model providers selling query access to models with varying costs and capabilities. Customers submit problem instances and are willing to pay up to a budget for a verifiable solution. An arbitrageur efficiently allocates inference budget across providers to undercut the market, thus creating a competitive offering with no model-development risk. In this work, we initiate the study of arbitrage in AI model markets, empirically demonstrating the viability of arbitrage and illustrating its economic consequences. We conduct an in-depth case study of SWE-bench GitHub issue resolution using two representative models, GPT-5 mini and DeepSeek v3.2. In this verifiable domain, simple arbitrage strategies generate net profit margins of up to 40%. Robust arbitrage strategies that generalize across different domains remain profitable. Distillation further creates strong arbitrage opportunities, potentially at the expense of the teacher model's revenue. Multiple competing arbitrageurs drive down consumer prices, reducing the marginal revenue of model providers. At the same time, arbitrage reduces market segmentation and facilitates market entry for smaller model providers by enabling earlier revenue capture. Our results suggest that arbitrage can be a powerful force in AI model markets with implications for model development, distillation, and deployment.

Tokens have become the practical accounting unit for modern foundation model services, linking information processing, computation, memory use, energy expenditure, pricing, and economic value. This paper develops a framework for AI tokenomics: the study of how tokens are generated, consumed, priced, allocated, and optimized across AI systems. We connect token-level technical costs to workflow-level production functions, enterprise resource allocation, measurement and instrumentation methods, and emerging market-design questions. The framework shows that token expenditure and economic value are distinct: value depends on marginal productivity, workflow position, hidden reasoning activity, risk, and downstream propagation effects. The paper concludes by identifying open research directions in hidden-token measurement, empirical calibration, token productivity, dynamic allocation, and token-based markets.

As LLM agents move from decision support to autonomous procurement, firms need to know whether delegated negotiators create value, divide it predictably, and avoid money-losing contracts. We study this in a canonical supply chain bargaining problem: a buyer with private demand information negotiates a quantity-payment contract with an uninformed seller. We benchmark nine LLMs from OpenAI, Google, and Alibaba against a validated Perfect Bayesian Equilibrium across 9,840 LLM-to-LLM negotiations. First, capability governs value creation. Agents agree in 98.9% of negotiations and capture 95.4% of first-best surplus undiscounted, but average 2.98 rounds against the benchmark's 1.25, and this delay erodes 21-34% of surplus. Capability also governs reliability: baseline models accept individually irrational contracts in 19.2% of cases, versus 0.0-0.6% at mid-tier and flagship, making automated profit verification the binding guardrail below that threshold. Second, surplus capture is relational. Provider identity predicts who captures surplus better than capability rank: self-play buyer shares average 40% for OpenAI, 50% for Google, and 70% for Alibaba's Qwen, an ordering that survives restricted communication and no discounting. Reversing which provider sells moves the division by 7-18 percentage points, and the capable Qwen flagship is the weakest cross-family seller: vendor choice is a first-order distributional decision. Third, the prompt is a strategic lever. Delegation separates the principal's economic patience from the agent's prompted strategic patience, a free deployment choice that is the single strongest driver of surplus division (90% of explained variance). Together these establish an equilibrium-referenced audit of AI agents along three dimensions: discounted efficiency, distributional profile, and operational reliability.