• 한국IT서비스학회:학술대회논문집
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• 2008.05a
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• pp.91-96
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• 2008

최근 대기업을 중심으로 하여 SCM에 관한 관심이 고조되면서, 이와 관련한 연구는 매우 고무적이다. 그럼에도 불구하고 국내의 대다수 중소기업들은 SCM에 대한 인식자체가 매우 부족할 뿐 아니라 정작으로 중소기업과 관련한 SCM에 대한 국내의 연구도 매우 미미한 상황이다. SCM을 중소기업에 도입시 찬반 논란이 외국의 사례에서는 볼 수 있지만 국내의 경우 이에 대한 논의가 잘 되지 않았다. 본 연구에서는 국내중소기업들이 SCM의 성공요인과 이의 성과지표에 관하여 얼마나 중요하게 인식하고 있는지를 살펴보고 이것이 도입유무와 상관없이 기업이 현실적으로 고려하고 있는 SCM 성과지표에 영향을 미치는지를 살펴본다. 특히 중소기업의 공급망사슬의 위치와 파트너들간의 관계 그리고 IT서비스의 인식정도와 활용정도에 따라서 SCM 인식정도와 성과지표에 어떻게 영향을 미치는지 살펴본다. 본 연구를 통해 국내의 중소기업들이 SCM도입에 관한 실질적인 도입 필요성의 정도를 살펴볼 수 있고, 국내 중소기업들이 SCM을 도입시 고려해야하는 문제점을 파악하여 향후 정부의 중소기업 정보화지원정책에 관한 시사점을 도출한다.

• 한국IT서비스학회:학술대회논문집
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• 2006.05a
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• pp.489-496
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• 2006

e-비즈니스 시스템 도입시 성공요인에 대한 많은 연구가 진행되어 왔다. 기존의 많은 연구에서 시스템 도입이전, 개발단계 혹은 도입초기의 핵심성공요인에 대한 제안은 많으나 시스템의 도입이후 사용 연한 즉 시스템 연령(system age)이 증가하는 과정에서 단계별 성공요인에 대한 연구는 많지 않은 실정이다. 본 연구는 e-비즈니스 시스템의 핵심성공요인이 시스템 연령의 증가에 따라 달라질 수 있다는 가정 하에 시스템 연령별 성공요인의 변화를 탐색하고자 하였다. 연구를 위한 표현으로 48개 기업을 대상으로 315명의 설문응답 결과를 분석하였다. 대상기업은 e-비즈니스시스템(ERP, SCM, CRM)을 사용 중인 기업으로 하였으며, 시스템 사용자와 개발자를 중심으로 조사를 실시하였다. 시스템 연령 구분은 시스템 도입 후 사용기간이 1년 미만(1기), 1-2년 미만(2기), 2-4년 미만(3기), 4년 이상(4기)으로 구분하여 분석하였다. 분석결과 시스템 연령별 조직의 성과에 유의한 영향을 미치는 요인의 종류가 달라지는 것을 확인하였다. 본 연구의 결과는 기업들이 시스템 도입이후 운영과정에서 시스템 성과를 극대화 하기 위해 역량을 집중해야할 분야가 무엇인지에 대한 시사점을 줄 수 있을 것이다.

• 한국경영정보학회:학술대회논문집
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• 2008.06a
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• pp.701-711
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• 2008

SCM(Supply Chain Management) is one of the important issues in internet-based business environment. This study intends to suggest a research model to investigate the influence of environmental, organizational, technical factors on successful SCM system implementation. The purpose of this study is to analyze the influence of the organizational characteristics of SCM adoption on successful implementation of SCM systems, including the moderating effects of competitiveness. 122 companies data were collected by survey. The results of hypothesis testing showed that project management is the most important determinants to influence successful SCM system implementation. In addition to that, top management support, IS maturity have positive influence to successful implementation of SCM systems in direct effect model. Also, the results of hypothesis testing in moderating effect model show that competitiveness has a positive impact to successful implementation of SCM systems.

• Management & Information Systems Review
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• v.28 no.1
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• pp.45-69
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• 2009

Today, SCM is used as a important tool of management innovation for enterprise's survival and development. BSC forces managers to focus on balanced measures of business performance that are most critical. The purpose of this study is to find out the determinants of SCM adoption through the analysis which examine the relationship among the key success factors, and business performance using the BSC perspective. This study also gives the suggestion for the effective SCM implementation in the korean companies. This study has been conducted using the data collected from 107 companies implementing SCM. By analyses of the questionnaires, empirical results shows that the implementation of SCM has positive effect on organizational performance with 4 perspectives of BSC. The contribution of this study is that it provides a conceptual framework and empirical evidence of the causal relationship between key success factors, and business performance with 4 perspectives of BSC concept. This study showed that more consideration are essential to obtain balanced business performance for companies with SCM adoption plan.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.252-257
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• 2003

공급체인관리(SCM)에서, 고객의 반응에 민감하게 반응할 수 있기 위해서는 무엇보다도 부품이나 자재를 공급하는 협력업체의 능력이 중요한 요인으로 작용한다. 본 논문은 퍼지이론을 이용하여 과학적인고 효율적으로 협력업체를 평가하고, 우수협력업체를 선정하는데 있다. 협력업체의 평가를 위하여 여러 가지 요인을 분석하여야 하는데, 이런 요인들 중에는 수치적으로 표현 가능한 정량적인 요인이 있는 반면에, 협력업체 제품의 품질이나 재정적 상태와 같은 수치적으로 표면 불가능한 정량적인 요인도 포함되어 있다. 본 논문에서는 정량적인 요인과 정성적인 요인을 퍼지추론(Fuzzy Inference)을 통해 분석함으로써 협력업체를 평가하고 최우수 협력 업체를 선정하여, SCM환경에서 성공적인 협력관계를 지속적으로 유지할 수 있는 방법론을 제시하고자 한다.

• Journal of KIISE:Software and Applications
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• v.37 no.12
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• pp.909-918
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• 2010

To analyze the national competitiveness of Korea leads to the conclusion that global high-tech enterprises have been playing leading and pulling roles in making Korea in line with advanced countries even though the country is lacking in various natural resources. The characteristics of these companies above are as follows; Firstly, these enterprises continue to accumulate core technologies and know-how with highly competent human resources and well-organized management. Secondly, they are well structured and equipped with information technology infrastructures which are, for example, ERP, SCM, CRM, and PLM. Among them PLM is considered to be the principal core information technology infra in manufacturing industry. The urgent task of manufacturing industry recently is to develop new products to accept various needs of consumers, and to launch the products in time to market, which requires the manufactures to be equipped with product development infra and system to upgrade product fulfillment and mass production system in a short period. The introduction of PLM System is a solution of core strategy as a manufacturer for collaboration, global development, reengineering of manufacturing system, the innovation and efficiency of manufacturing process, and product quality improvement. The purpose of this study is to analyze the success factors of introducing PLM System and its practicing effectiveness. And the results of empirical study are as follows; (1) Technical success factors positively impact system quality and user satisfaction, (2) Organizational success factors positively impact system quality, but does not impact user satisfaction, (3) Environmental success factors positively impact system quality and user satisfaction, (4) System quality positively impacts user satisfaction, (5) User satisfaction positively impacts the effectiveness of implementing PLM systems, but system quality does not impact it.

• Journal of Information Technology Applications and Management
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• v.30 no.6
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• pp.1-15
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• 2023

With the advent of the Fourth Industrial Revolution, propelled by digital technology, we are transitioning into an era of hyperconnectivity, where everything and objects are becoming interconnected. A smart supply chain refers to a supply chain system where various sensors and RFID tags are attached to objects such as machinery and products used in the manufacturing and transportation of goods. These sensors and tags collect and analyze process data related to the products, providing meaningful information for operational use and decision-making in the supply chain. Before the spread of COVID-19, the fundamental principles of supply chain management were centered around 'cost minimization' and 'high efficiency.' A smart supply chain overcomes the linear delayed action-reaction processes of traditional supply chains by adopting real-time data for better decision-making based on information, providing greater transparency, and enabling enhanced collaboration across the entire supply chain. Therefore, in this study, a hierarchical model for building a smart supply chain was constructed to systematically derive the importance of key factors that should be strategically considered in the construction of a smart supply chain, based on the major factors identified in previous research. We applied AHP (Analytical Hierarchy Process) techniques to identify urgent improvement areas in smart SCM initiatives. The analysis results showed that the external supply chain integration is the most urgent area to be improved in smart SCM initiatives.

• Information Systems Review
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• v.5 no.1
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• pp.1-18
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• 2003

Many organizations experience that the value they gained from IT (information technology) investment is lower than they expected prior to the actual implementation of a system - the value gap between expected value and realized value from IT. Research on the barriers to the expectation and realization is of high importance both in practice and in IS research. This study analyzed such barriers observed in three companies that have adopted such IT systems as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems each. From analyses of the three companies we specifically identified eight types of barriers: barriers related to industry, organization, knowledge, resource, usage, competence, product, and safety. Common barriers among the three cases were classified into six types, e.g. lack of strategic mind-set, improper organizational structure, lack of human resource, etc. We expect that the results help managers in IS investment to minimize the valuation gap and maximize realized values.

• 한국IT서비스학회:학술대회논문집
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• 2006.05a
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• pp.439-446
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• 2006

각 분야에서 최고를 자랑하는 전사적자원관리(ERP), 공급망관리(SCM), 고객관계관리(CRM), 지식관리(KM) 등의 솔루션을 도입하더라도 개별 솔루션만으로 모든 부분을 만족시킬 수는 없다. 이에 대한 대안으로 이들 솔루션들과 기존의 분산 환경 및 메인 프레임 환경을 통합하는 전사적인 기업애플리케이션통합(EAI)이 대두되고 있다. 본 연구는 주식회사 대교의 전사 기업애플리케이션 통합(EAI) 구축사례에 대한 분석을 통하여 EAI 추진방법 및 구성 그리고 주요성공요인들을 제시하였다. 본 연구에서 제시한 내용들에 대하여 구체적으로 살펴보면 첫째, EAI 프로젝트의 추진목표, 전략, 추진조직 및 추진방법론, 둘째, 구현된 EAI 구성 및 특징, 셋째, EAI 구축성과 및 주요성공요인 등이다. 본 연구는 향우 EAI을 도입할 기업에게 EAI 구축과 관련한 유용한 자료가 되도록 하였다.

• Journal of the Korea Society of Computer and Information
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• v.10 no.3 s.35
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• pp.319-329
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• 2005

Rapid business and technology changes drive many organizations to seek better solutions and many of them believe that Information Technology is an essential tool to cope with turbulent environment. Companies began to think ERP system as an effective alternative for IT-based process innovation and integrated information system. But each ERP system has a specific business model and technical structure, unlike in-house developed systems. Moreover implementation of ERP system accompanies transformation of business processes at company level including radical changes in information technology. Therefore, to implement ERP system successfully appropriate and careful selection of ERP system which is adequate for company's objectives and environment must be considered. In this research, four types of changes expected by ERP implementation were suggested. Each type of changes was determined by desired level of changes in business process and information technology.