• Proceedings of the Korean Institute of Navigation and Port Research Conference
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• 1999.10a
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• pp.43-57
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• 1999

Recently, leading edge companies use the Supply Chain Management as a competitive weapon to secure and maintain customer loyalty. As a consequence, they are concentrating resources on the company's core business and employing strategic alliances with third-party providers to ensure the company provides its customers' desired logistics service levels at acceptable costs. Under this circumstances, this paper surveys the third party logistics as a loading edge logistics industry coping with the progress of the supply chain management. The status and the type of the TPL including the Forwarder are analyzed in the view point of global logistics. Also, the development strategy of third party logistics in the future is suggested.

• Journal of Navigation and Port Research
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• v.34 no.3
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• pp.243-249
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• 2010

The competition between ship management companies is fierce as a result of global trend towards increased specialization. In order for ship management companies to remain competitive, it is necessary to understand the local and global factors and the changing circumstances that impact shipping markets and trade patterns. To better understand these factors, a study and analysis of drawing priority of the competitiveness-evaluation factors of ship management companies was conducted using Analytical Hierarchy Process(AHP) as a method dealing with dicision-making problem. As a consequence of this analysis, it was determined that human resources, both shipboard and land management, were a primary factor in ship management company's competitiveness. Thus, the acquisition and retention of capable staff was a key aspect of assuring a ship management company's competitiveness.

• Proceedings of the Safety Management and Science Conference
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• 2000.05a
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• pp.339-349
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• 2000

Inchon Port is the second largest import-export port of Korea, and has the point at issue such as the excessive logistics cost because of the limits of handling capacity and the chronic demurrage. There are few research activities on the analysis and improvement of the whole port operation, because Inchon Port not only has the dual dock system and various facilities but also handles a various kind of cargo. The purpose of this paper is to develop the simulation program as a long-term strategic support tool, considering the dual dock system and the TU(Terminal Operation Company) system executed since March, 1997 in Inchon Port. The basic input parameters such as arrival intervals, cargo tons, service rates are analyzed and the probability density functions for these parameters are estimated. The main mechanism of simulation model is the discrete event-driven simulation and the next-event time advancing. The program is executed based on the knowledge base and database. From the simulation model, it is possible to estimate the demurrage status through analyzing various scenarios and to establish the long-term port strategic plan.

• Journal of Navigation and Port Research
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• v.36 no.4
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• pp.321-327
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• 2012

Logistics in a supply chain network has become an important operational strategy in a competitive market. A number of internal and external risks involved in the logistics operations in a company tend to create problems in fulfilling customer orders. This research presents how ERM (enterprise risk management) can be used to identify, assess, and control logistics risks. An electronic company's logistics activities were used as an industry case to demonstrate a way to identify and assess risks surrounding global logistics function. This paper has further presented action plans to mitigate the impact of the risks that occur.

• International Commerce and Information Review
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• v.6 no.2
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• pp.193-216
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• 2004

The management strategies of each company has been changed fundamentally owing to the emergence of digital economics by using internet. Therefore the efficient management of global e-port causes the main issues not only effect the survival and growth of ports but also exert new opportunities and fatal threats on them. Under the circumstances of these change, the Kwangyang port have to introduce e-biz for the purpose of increasing the level of their competition. The focus of this article is to suggest some strategies on the implementation of Kwangyang Global e-port in Korea. To analyse the e-port realities, I first reviewed the trends of e-marketing and e-biz. I chose and analysed website of four ports like Hongkong, Singapore, Antwerp and Hamburg as successful global e-port models. This article is focused to suggest the theoretical background by analysing the strategic points of Kwangyang global e-port which are divided in 6C: Contents, Communities, Connection, Commerce, Communication and Customization. This paper analyses many problems of Gwangyang port and presents various develpment ways to activate Gwangyang port. In order to be a global e-port, first of all Gwangyang port must improve global web-site by 6C. And also Gwangyang port have to constitute logistics hub site, create infrastructure needed to run electronic business more easily over the internet, establish nationwide network of industries, build up marine and port logistics information system.

• Journal of the Korean Society of Marine Environment & Safety
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• v.15 no.3
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• pp.229-236
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• 2009

This paper intended to find rational alternatives for contracting-out of duties of the Busan port Pier Management Corporation, which is facing the merger and abolition, and of which main functions include the management of port facilities such as International Passenger Terminal, Cruise Terminal and Coast Passenger Terminal. This paper searched appropriate term, needs (merits), proper scope and cost of the contracting-out of that port facilities. The result of the analysis indicated that the best policy is to privatize the Busan port Pier Management Corporation itself to make it an private incorporated company.

• Journal of Navigation and Port Research
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• v.33 no.4
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• pp.263-270
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• 2009

Busan North port is facing crisis due to the opening of the New port. The North Port and NewPort are competing for a limited volume of cargoes and this competition is leading after all to price competition, lowering cargo work fee that may result in the failure of both This paper proposed the balanced development plans, which are the strategies of business tie-up and activation between the North Port and NewPort by introducing the strategy of "co-opetition" and the analysis for the success factor of co-opetition: to solve this operational problems on Busan port. It is found out that activation strategy is more successful co-opetition strategy than business tie-up strategy. The execution for the two co-opetition strategies will lead Busan Port to the balanced development as well as the enhanced competitiveness and will leap Busan port into global hub port as well.

• Journal of the Korean Institute of Navigation
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• v.23 no.4
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• pp.63-76
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• 1999

This paper aims at developing an integrated fleet management support system for industrial carriers who usually control the vessels of their own or on a time charter to minimize the cost of shipping their cargoes. The work is mainly concerned with the operational management problem of the fleet owned by a major oil company, a typical industrial carrier. The optimal fleet management problem for the major oil company can be divided into two phase problem. The front end corresponds to the production operation problem of the transportation of crude oil, the refinery operation, and the distribution of product oil to comply with the demand of the market. The back end is to tackle the fleet scheduling problem to meet the seaborne transportation demand derived from the front end. Relevant optimization models for each phase are proposed and described briefly. Then a user-friendly integrated fleet management support system is built based on the proposed optimization models for both ends under Windows environment. A case study reflecting the practices of fleet management problem for the major oil company is carried out by using the system.

• Journal of Korea Port Economic Association
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• v.22 no.4
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• pp.39-58
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• 2006

This case study for a homeshopping company shows that the management of returned apparels by the partnership system increases the velocity of the returned goods, which not only minimizes the products' value loss but also improves the company's management performance. By incorporating the partnership system, following significant performance improvements have been identified: First, decrease in transaction cost and time between the homeshopping company and the partnering companies. Second, concentration of production line, accurate schedule management of receipt/delivery as well as collection of goods. Third, improvement of efficiency in procedures of returned goods and quality improvement of product provided by the partner.

• Journal of Navigation and Port Research
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• v.31 no.10
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• pp.891-896
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• 2007

This paper is the empirical study results on the introduction effects of safety management system(SMS) for the shipping company. First of all, we take a brief look at the present Korean situations after the SMS induction Next, we analyse the effect of the SMS induction. We divided the effect of induction in 21 factors. The result was 3.5 out of 5 perfect points, which shows the high preference. Higher points were scored with international companies than domestic ones, the companies accepted before 1998 than the ones after 1998, and large enterprises than smaller ones.