• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.7
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• pp.448-466
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• 2019

Today, companies are increasingly focused on SCM (Supply Chain Management) as a means for cost-cutting and efficient operation. The company's ultimate objective is to win and maintain a sustained dominant position in the uncertainties of the global environment and future competitiveness. In this respect, this study examined the effects of management strategy, collaboration process and SCM integration on corporate performance in small and midsize parts manufacturers. The results of empirical analysis are summarized as follows. Management strategy, collaboration process and SCM integration had positive effects on corporate performance in domestic small and midsize parts manufacturers, and all hypotheses were supported. Consequently, it can be confirmed that quality, cost and flexibility for management strategy, and strategic objective perception, support policy, problem solution and knowledge information sharing for delivery and collaboration as small and midsize parts manufacturers are mechanisms for improving quality reliability, decreasing cost, delivery obedience and information system operation of SCM integration, and boosting corporate quantitative and qualitative performance.

• Journal of Navigation and Port Research
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• v.48 no.3
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• pp.181-191
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• 2024

Ports play a crucial role in the complex global supply chain. While many researchers have used social network analysis (SNA) to study active networks, there is a lack of SNA cohesion analysis specifically related to logistics and trade. Therefore, this study aims to identify time-series structural changes in all domestic import and export logistics networks, including regions, ports, and airports, by utilizing techniques such as k-core and community analysis. To carry out this analysis, we rely on data from the Korea Customs Service's Import and Export Logistics Statistical Yearbook spanning from 2004 to 2022. The findings from the k-core and community analysis indicate that the cohesion of the domestic import and export logistics network has continuously strengthened over time. Moreover, it reveals that regions, ports, and airports are becoming more cohesive and homogeneous, with Busan Port emerging as the central hub of a large community. These insights are expected to enhance our understanding of global logistics dynamics and contribute to the development of policies and sustainable import and export logistics processes.

• Journal of Korean Society of Transportation
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• v.25 no.1 s.94
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• pp.81-91
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• 2007

Incheon International Airport (IIAC) has been named "best airport worldwide" according to the AETRA Passenger survey Program that was jointly administered by Airports Council International (ACI) and the International Air Transport Association (IATA) in 2005. This paper identifies eight dimensions underlying the overall service qualify in passenger terminals. These eight elements were found from literature reviews through relevant documents. The research explains the linkage between the overall satisfaction with IIAC and five services that influence that satisfaction. The five services are the following: service quality of passenger terminals, commercial facility services, easy access by transportation, service quality of the airlines, and contributions to the community by IIAC. The data envelopment analysis (DEA) designed by Cook and Kress (CK Model) was used to maximize the efficiency of commercial facility services, easy access by transportation, service qualify of the airlines, and contributions to the community by IIAC because the model best provided practical plans for a more competitive airport. This paper has three significant results. First, it includes research of passenger terminal-oriented service quality. Second, the author researches service qualify focusing on a three-cornered relation among passengers, airline employees, and IIAC. Third, the paper contains research of service quality focusing on IIAC's employees.

• The Journal of Small Business Innovation
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• v.21 no.1
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• pp.15-26
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• 2018

SMEs need a strategy to respond to rapid changes in the global business environment of the Fourth Industrial Revolution. In order to overcome such a business environment, SMEs must concentrate on the core competency. Because of the structural characteristics of SMEs, government support is very important, as it is difficult for SMEs to carry out the entire supply chain role. The support of GRIs is very important for ensuring competitiveness through technological innovation of SMEs. Recently, the construction of SMEs network for business expansion is demanded. SMEs can form networks to induce synergistic effects. In order to secure the competitiveness of SMEs by utilizing the advantages of mutually cooperating networks, the necessity of cooperation of SMEs is increasing. The government has proposed various support programs to support network cooperation. In this research, in order to derive an effective strategy of the SME support program, we analyzed the difference in necessity and satisfaction of the GRIs support program. We analyze the differences between government policies and perceptions for SMEs and to derive strategies for supporting SMEs in a systematic approach for the development of SMEs. In a situation where research to revitalize SMEs is insufficient, in consideration of the market demand of SMEs, we grasp the problems of the current system and try to guide improvement strategies. Also, we suggest policies that can derive and utilize support strategies for SMEs. From a long-term perspective, research related SMEs must be conducted and a sustainable support program for SMEs must be developed.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.167-182
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• 2024

The aim of this study is to empirically explore the operational spillover effect among companies within chaebol groups, prominent corporate conglomerates in South Korea. Chaebols are known for their horizontal and vertical integration, fostering close collaboration among their constituent companies from a supply chain standpoint. Existing literature highlights the sharing of tangible and intangible resources within chaebol structures, leading to increased efficiency by minimizing transaction costs through resource sharing. This research investigates whether operational management performance within chaebol structures can be transmitted through cooperative resource utilization. To achieve this objective, we categorize leading companies and affiliate companies within chaebols and examine whether the operational management performance of leading companies significantly influences that of affiliate companies. Data on conglomerates, as defined by the Korea Fair Trade Commission, were collected, along with information on companies within these groups. Subsequently, the company with the highest revenue within each group was identified as the leading company, while the remaining companies were designated as affiliate companies. Our analysis reveals a significant positive relationship between the performance of inventory and facility resource management of leading companies and that of affiliate companies. This study sheds light on the transfer of operational management performance within conglomerates from a managerial perspective, underscoring the importance of reinforcing cooperation systems within the chaebol group. Furthermore, this research contributes to the academic discourse by delineating conglomerates from an operational management perspective and empirically demonstrating the transfer effect of operational management performance.

• Journal of Distribution Science
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• v.11 no.12
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.6
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• pp.143-154
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• 2018

This study is intended to look into the effects of SCM(supply chain management) competency and process improvement on operational performance in small and venture companies. To achieve this, a survey was empirically carried out to 179 small and venture manufacturing companies. The findings showed that the SCM competency had a significant effect on the process improvement and operational performance in small and venture companies, adopting all hypotheses. And the process improvement had a significant mediating effect on the relationship between SCM competency and operational performance in small and venture companies, adopting hypothesis 4. As for the findings, strategic alliance, technology development, competency concentration as SCM competencies and starting preparation, detailed planning, implementation management as process improvements were factors that have positive effects on quality performance, cost reduction and profit increase as operational performances in small and venture companies. In other words, the better process and performance by the maximized SCM competencies require selective input strategies for strategic alliance, technology development and competency concentration in small and venture companies. And for its early application and settlement, the starting preparation and detailed planning of business process within small and venture companies need to be jointly put in action under clear company-wide goal management. Consequently, the expected performance can be maximized when strict management and implementation lead to these attributes.