• Journal of the Korea Academia-Industrial cooperation Society
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• v.16 no.9
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• pp.5942-5954
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• 2015

IT system in supply chain management(hereafter, SCM) has been regarded as one of competitive advantage to win over competing supply chain. SCM participants rush to adopt IT system to be agile for changing environment. Companies expect the improvement of the process integration over the supply chain, which enhance the overall SCM performance. IT system has been considered to influence on effective communication over the wall of firm boundaries. But, the profitability or the effectiveness of IT investment are controversial. This study try to reemphasize the importance of IT system considering the differences of processes, and the influences on the collaboration of supply chain participants. We want to know the perception level of functional managers for the importances, usages, and contributions of IT system in manufacturing sector. Also, we compare the different perception for collaborative SCM among supplier, buyer, and employees of buyer, and try to understand the context in which the IT investment acceptance occurs. We collected 297 responses(199 from line process and 98 from project process respectively). Results show that the importances, usages, and contributions of IT system are higher in the line process than in the project process.

• Asia pacific journal of information systems
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• v.15 no.4
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• pp.135-152
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• 2005

As the most widely used media of BtoB e-business, the e-Marketplace can be a way of BtoB e-buisness continuously in the age of c-Commerce with the functional collaborative integration between the e-Marketplace and corporate systems. Moreover, collaborative operations like QR, VMI and so on have shown a great efficiency in the area of BtoB supply chain management. However, some critical considerations are discussed in the selection of trade partners between the e-Marketplace and the SCM. In e-Marketplaces, the intermediation to select partnersusually focuses on the competitive process for lower price. However, in the SCM, the relationship with strategic alliance is more importantly addressed for efficiency. Considering the trend to c-Commerce in Internet commerce, the approach to the collaborative relationship in BtoB commerce has important meanings. In this paper, we proposed and appraised an architecture where the e-Marketplace can be an elelctronic functional method for the relationship based BtoB e-business from the viewpoint of SCM and c-Commerce.

• Environmental and Resource Economics Review
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• v.17 no.1
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• pp.83-120
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• 2008

Small and medium sized enterprises' (SMEs) environmental performance and activities have been often of great concern toward sustainability as they have been playing a critically important role in the economic and industrial development. Among many initiatives to engage SMEs into the sustainability framework, Supply Chain Environmental Management (SCEM) of large companies has a great potential to persuade SMEs to adopt environmentally improved activities. This study investigated the relationship between SCEM approaches of large companies and environmental activities of SMEs in the Korean electronics industry. A postal questionnaire survey was used as a data collection method, and factor analysis and regression analysis were applied to analyse the collected data. The empirical findings suggested that SCEM approaches of large companies have positive impacts on environmental activities of SMEs. Among SCEM approaches, the collaborative approach was more effective than the arm's-length approach. Additionally, this study found positive impacts of trans-national SCEM approaches on SMEs' environmental activities.

• Asia pacific journal of information systems
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• v.14 no.4
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• pp.49-70
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• 2004

Multi-agent technology is being regarded as one of the promising technologies for today's supply chain management because of its desirable features such as autonomy, intelligence, and collaboration. This paper suggests a multi-agent system architecture with which companies can improve the efficiency of their supply chains by collaborative operation. Reflecting the practical difficulties of collaboration in complex supply chains, the architecture allows agent systems to share information with only neighboring companies for the coordinated operation. The suggested architecture is elaborated with a collaboration model based on Petri-net, conversation models for communication, and internal behavior models of each agent. A simulation experiment was performed for the evaluation of the suggested architecture. The result implies that when the estimation of market demand is higher than a certain level, the suggested architecture can be beneficial.

• Knowledge Management Research
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• v.15 no.3
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• pp.189-208
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• 2014

In spite of its popularity among practitioner and academic audiences, few existing studies go into any detail in examining the mechanisms of creating shared value (CSV), especially as applicable to the context of everyday operations. Nor do they provide recommendations to practitioners with regard to facilitating CSV concept. In response to this problem, I introduce benefit-sharing practice which I argue provides a solid route to the concept of CSV. Based on observations from the case study, 10 networks' benefit-sharing practices are analyzed and its featured characteristics are extracted accordingly. Findings demonstrate that such benefit-sharing models as 'Green-Development', 'Protection of the Environment', and 'Accreditation for Food Safety Management' can solve critical societal challenges while simultaneously driving greater profitability for both buyers and suppliers. The findings also suggest that benefit-sharing is a good vehicle of the realization of the CSV concept. I conclude by assessing how the findings add to the existing debate around collaborative supply-relationship and shared value. I suggest that benefit-sharing can contribute positively to the feasibility of CSV concept and, thereby, counter the assertion that CSV is the only immature-concept that lacks clear criteria of demarcation and cases for businesses to follow.

• Journal of Digital Convergence
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• v.12 no.4
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• pp.227-235
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• 2014

Supply chain management for complex project requires continuous integration activities with the suppliers and subcontractors. This study proposes the firm performances, trust, relational norms, interfirm conflict and cooperation as major research variables, and collected the survey responses from the suppliers and subcontractors having experiences with complex projects. The statistical results indicate that the cooperation and conflict influence the firm performances, and that the inter-firm trust have some impact on the level of cooperation and conflict. It was also found that the inter-firm cooperation is influenced by relational norm. But on the contrary to our expectation, the relational norm has no significant impact on the inter-firm conflict. These findings may offer the significant implications leading to successful implementation of collaborative supply chain management in the context of project engineering area.

• Journal of Digital Contents Society
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• v.19 no.5
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• pp.935-944
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• 2018

The purpose of this study is to investigate the impact of Airline Partner Organization members ' perception of supply chain management characteristics on the satisfaction of the relationship and to verify the parameter effectiveness of collaboration. An empirical study was conducted through survey techniques to achieve the objectives of the study. Research has shown that the factors for building trust, immersion, and sharing of vision tables, other than information sharing, are significant prerequisites for collaboration. We have identified statistically significant effects of collaborative factor on relationship satisfaction factor. Additionally, it was confirmed that there was a parameter effect between supply chain management characteristics recognition and relationship satisfaction by testing the effectiveness of the collaboration.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.9 no.2
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• pp.556-563
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• 2008

One of the most important issues of managing a supply chain is to determine the inventory level whenever shortage is permitted and vendor is responsible fur management of the both buyer and supplier's inventory. We present two vendor managed inventory models in the form of two-echelon supply chain models for: 1) one buyer-one supplier problem, and 2) two buyers- one supplier problem. We assume that shortage is permitted. The proposed methods of this paper provides a simple condition, which makes it easy to decide when and how vendor managed inventory model costs less than traditional one. The paper is supported with some numerical examples to show the implementation of the proposed methods.

• Proceedings of the CALSEC Conference
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• 2001.08a
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• pp.439-448
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• 2001

Data Alignment is achieved when all trading partners information systems are maintained automatically synchronising with the suppliers information systems on a continuing basis. Electronic catalogues facilitate the ongoing synchronisation of data between trading partners and large retailers in United States and Canada use electronic catalog in order to get rid of non-value added paperwork and manual reconciliation. Data Alignment will dramatically improve the effectiveness of E-Commerce and Supply Chain initiatives including electronic Marketplaces, Collaborative Planning and Forecasting and continuous replenishment processes.

• 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.