• Journal of Korean Society of Industrial and Systems Engineering
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• v.10 no.16
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• pp.121-127
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• 1987

In the surveying of small-medium companies, it is shown that understanding ＱC methods is onething and applying them is another. To the extent of ＱC activities in KS license companies and Non-KS license companies, there is considerable difference between them. As a result of surveying, some actions must be taken to make ＱC activities lively in small medium companies. At first ＱC education and training should be changed to workshop-like education. Also true positive assistance and practical help from large companies which have relations with then, it is needed to suggest directions which small medium companies promote ＱC activities of themselves.

• Journal of the Korean Society of Safety
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• v.22 no.4
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• pp.51-56
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• 2007

In order to present basic data for the balancing improvement of safety management level in domestic construction companies the improvement index and characteristic of safety management level are offered by comparing the year 2006's safety level with the year 2001's one. The companies under concern are classified into 51 large scale companies and 61 middle and small scale ones. The safety management level of both head office and construction sites is improved for all companies without regard to the scale. Specially, the improvement index of middle and small scale companies shows the higher rate than large ones and head office higher than construction sites.

• The Journal of Small Business Innovation
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• v.19 no.3
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• pp.57-74
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• 2016

This paper analyzes the role of strategic fit, cooperation, and performance in small-sized subpart suppliers' interactions with large businesses. For this purpose, this paper analyzes survey data from 90 first-tier suppliers of Samsung Electronics and evaluates how strategic fit and cooperative relationships affect their performance. Empirical analysis suggests that strategic fit positively affects small companies' business and innovation performance. This finding aligns with theories arguing for strategies that accommodate specific business environments. In addition, strategic fit is crucial for innovativeness of SMEs (Small and Medium-sized Enterprises). With regard to forming relationships with large companies, findings also show that high quality technological and personnel cooperation boosts subpart suppliers' productivity and efficiency as notably reflected in SMEs' business performance. Moreover, such cooperation between small and large companies reinforces the benefits associated with strategic fit and innovation. This means that if the business environment of small-sized subpart suppliers is uncertain, harnessing differentiated strategies and pursuing collaborations with prime companies will produce innovative outcomes (e.g., increased patent publications). On the other hand, when degree of uncertainty is small, pursuing cost leadership strategies and collaborating with prime companies in areas, such as technology and personnel, will help small-sized subpart suppliers produce innovative outcomes. Based on these findings, this paper argues that choosing the right competitive strategy for a specific business context is intrinsically tied to (1) augmenting technological and human collaborations with prime companies, (2) improving the quality of these interactions, and (3) generating competitiveness among small subpart suppliers. Both competition and cooperation are necessary for strengthening the competitiveness of small companies.

• Food Science and Industry
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• v.52 no.4
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• pp.401-409
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• 2019

The need for win-win cooperation between small and medium-sized enterprises and large corporations is emphasized. For the sustainable growth of a healthy industry, the attractive parts of large companies and the capabilities of small and medium-sized enterprises must be harmonized and shared. It was also examined what items large companies should consider in selecting small and medium-sized enterprises as a partner. In the case of food producers, when considering safety issues, a comprehensive safety system should be established, not just a single factor. And cooperation is expected between small and medium-sized enterprises and other partners with new technologies such as AI, IoT, 3D printers and 5G technology. It is suggested that corporate development can be achieved by various models through win-win cooperation between large companies and small and medium-sized enterprises.

• 한국디지털정책학회:학술대회논문집
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• 2005.06a
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• pp.401-411
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• 2005

The major market of Information Systems has been large companies. But with the rapid development of light weight Information Technology, the importance of SME (Small and Medium sized Enterprise) sector has increased dramatically. Many solutions have appeared in market for SMEs. Although there are many differences in the context of IT use between large companies and SMEs, not many studies has focused on this point. This study analyzes the preference for ERP, SCM, CRM, etc. by SMEs.

• The Journal of Society for e-Business Studies
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• v.5 no.2
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• pp.81-99
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• 2000

Nowadays, many commercial ERP products, such as Oracle, SAP, and Baan, etc, are designed based on large-scaled companies. It is difficult for small and medium-size companies with weakness in budgets and resources(e.g., human, organization, technique, and so on) to use them as it was. So, new ERP system need to be provided for small and medium-size companies. In this paper, we model and provide a conceptual ERP model for small and medium-size companies by using "4＋1 View" architecture model of Unified Modeling Language(UML). The conceptual ERP model consists of five subsystems： Manufacturing, Sales, HumanResource and Payroll, Accounting, and Trading. Especially, we describe the conceptual ERP model focusing on "Manufacturing" subsystem by using several diagrams of UML. By using the conceptual ERP model, the ERP system′s developers of small and medium-size companies can obtain many benefits： improving the efficiency of software developing process and helping user requirements gathering and description of ERP system′s nonfunctional aspect as well as functional aspect.

• Journal of Ocean Engineering and Technology
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• v.37 no.5
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• pp.190-197
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• 2023

In the shipbuilding and marine industry, digital transformation activities are promoted primarily by large shipyards. However, bottlenecks are observed across value chains, and digital transformation effects are reducing because of the cost and technical challenges encountered by supplies. In this study, we proposed a win-win cooperation model for large, small, and medium-sized companies using digital transformation based on the characteristics of the shipbuilding and marine industry through case studies. We investigated the digital transformation progress in German and Korean small and medium-sized enterprises (SMEs). In addition, we identified information-sharing methods and management challenges encountered in enterprise resource planning and manufacturing execution systems in the collaboration process of pipes, panels, blocks, etc. of SMEs that are suppliers of a Korean shipyard, and clarified communication by building a platform based on a common format between shipyards and suppliers. Further, we proposed a standard model of a digital transformation system for enhancing the collaboration between large companies and suppliers and proposed a basic plan including strategies to efficiently and effectively build a digital transformation system based on the standard model.

• Proceedings of the Korea Society of Information Technology Applications Conference
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• 2005.11a
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• pp.301-304
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• 2005

Most of the small and medium industries rather focus on immediate problems and how to properly maintain organizational matters and existing system than the strategic and operational use of Information Technology when they deal with applications and operation of Information System. This study found out that there were few studies on IT outsourcing for small and medium companies in Korea compared to large enterprises' IT outsourcing. Most preceding studies researched the problems of partnership and technical, managerial, and economical success factors for big companies. Small and medium companies have the problems of financial difficulty, organizational scale (40.3%), shortage of manpower for system operation (24.1%), and lack of practical use of managers (8.9%). SMB firms have required support of government for their Informationalization but, we found out amount of companies (41%) not be informed or don't account on government's supporting IT of SMB programs. In addition, Range and Contents of outsourcing, Reputation of Outsourcing vendor, Reliability of maintaining were selected as CSFs of SMB IT outsourcing. While large corporation staff more considered CEO's willing and inner facts of their companies.

• Journal of Korean Society for Quality Management
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• v.50 no.2
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• pp.251-264
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• 2022

Purpose: This study aims to contribute to the research flow on the relationship between win-win supportive collaboration and safety, while noting that win-win supportive collaboration affects corporate safety-related factors such as climate, safety prevention, and behavior from the perspective of domestic small and medium-sized logistics companies that have signed contracts with large logistics companies, Methods: Based on responses from 147 small and medium-sized logistics companies, structural equation modeling is performed to examine the relationship among the factors such as supportive collaboration, safety climate, safety prevention, safety behavior. Results: Study results are as follows. Supportive collaboration of large logistics companies influence the formation of a safety climate and safety behavior within logistics SMEs positively. In addition, safety prevention and safety behavior are affected by safety climate in a positive way. Conclusion: Win-Win supportive collaboration is a driving force behind safety management practices in the supply chain leading to safety management performance, so it is necessary to consider it for the growth of the sustainable supply chain.

• Journal of Technology Innovation
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• v.13 no.3
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• pp.225-255
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• 2005

The similar point of the 19 regional industrial clusters of Japan is that all of the clusters are not limited to an administrational district but rather covers a larger area. When a cluster covers a larger area, there is problem of acquiring responsible businesses and interactive planing. In order to overcome such a problem, private coordinating organizations have been installed and operated to connect and manage inter-activities of industries, universities, and research institutes. TAMA, a private coordinating organization, differs from other associations in a way that it does not deal with one specific field or business. TAMA rather dealswith various product-developing small to middle size companies by offering strategic support for the development of new technologies and expansion of new businesses. Product-developing small to middle size companies comparatively have their own abilities for technological development and marketing which is quite different from other subcontract companies and their relations to large corporations. In such aspect, product-developing companies are actually similar to large corporations with competitiveness in the world market.