• The Journal of Industrial Distribution & Business
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• v.9 no.4
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• pp.53-62
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• 2018

Purpose - In the development of new products, suppliers involvement and developing products jointly can be said to be strategic activities that utilize the lack of knowledge from external organizations. In this new product development, supplier involvement has been proven to have a positive impact on new product development performance for a long time by previous research. However, sufficient academic research has not been conducted on the influence of supplier involvement in various product strategies or sales strategies that buyers make in order to secure a competitive advantage in the market. This study argues that product strategy and sales strategy used by buyers in the development of new products will control the effect of supplier involvement on new product development performance in order to compensate the lack of these academic aspects. Research design, data, and methodology - Specifically, we selected the modularization strategy of the product as the product strategy, which is considered as an important strategy in the new product development through the preceding research, and the mass customer satisfaction strategy was chosen as the sales strategy. In order to achieve these research objectives, regression analysis was conducted using data from manufacturing productivity panel collected jointly by the Ministry of Industry, Trade and Industry and the Korea Productivity Center. Results - As a result, supplier involvement and new product development performances (development cost efficiency, customer satisfaction) were positively related. The product modularity strategy proved to have an interactive effect on the relationship between supplier involvement and new product development performances (development cost efficiency, customer satisfaction). However, it has not been confirmed that there is a statistically significant interaction effect between supplier involvement and new product development performances. Conclusions - Supplier involvement has positive relationships with NPD performance. In addition, product modularity strategies have interaction effects with supplier involvement and affect new product development performance (development cost efficiency and customer satisfaction). The results of this study are of academic significance in the case of lack of empirical studies on the effect of supplier participation on the effect of buyer 's strategy when a supplier participates and develops new products jointly.

• Journal of Korean Society for Quality Management
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• v.40 no.1
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• pp.1-14
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• 2012

This study investigates the impact of supplier involvement, customer involvement, and employee training on product quality and organizational performance. Based on literature review, this study develops hypotheses and tests them by employing a structural equations model. Using survey data of 193 firms from 22 manufacturing industries, this study empirically shows that the activities for supply chain quality management (SCQM) enhance the quality and organizational performance. Specifically, quality leadership is revealed to be an antecedent of other SCQM activities. The most contributable finding is, while the supplier involvement and employee training directly enhance the organizational performance, customer involvement indirectly improves it via quality performance.

• Journal of Digital Convergence
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• v.10 no.11
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• pp.673-680
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• 2012

The purpose of this study is to investigate the moderating role of customer and supplier participation in the relationship between new product/service development processes and product/service innovation. The research result shows that the high customer participation plays the moderating role in the relationship between strategy design and product/service innovation. Thus, if customers give ideas in the strategy design process, the probability of new product/service innovation will be increased. The conclusions and implications are discussed.

• Journal of the Korean Regional Science Association
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• v.10 no.1
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• pp.105-125
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• 1994

This paper reviews the achievements of the infrastructure investment policies since around 1990 and identifies policy area in which further efforts should be made. Traditional definition of social overhead capital has implied that the government should be the main, if not sole, supplier of the service. However, many sectors or sub-sectors of infrastructure investment and service allow room for private sector involvement. Expanding the role of the private sector will supplement the resources of the public sector, but more importantly, introduce competition in infrastructure provision. Competition will enhance the efficiency even a particular service remains in the hand public supplier. Private sector involvement, however, raises special problems in Koran context. They are the concentration of the Capital region and regional imbalance; excessive economic powers of large business conglomerator, so-called land problems. We examine each problems in detail and suggests possible solutions.

• Journal of the Korea Society of Computer and Information
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• v.22 no.2
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• pp.111-117
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• 2017

This study analyzes the relative importance of the introducing factors for the critical success factors in the implementation stage of the lifecycle of ERP system using Delphi technique and Analytic Hierarchy Process(AHP). In the 1st layer of the hierarchy, technical factor is evaluated as the most important factor among organizational, technical, and supplier factors. In the 2nd layer, choosing a proper ERP package is evaluated as the most important factor within 15 factors followed by process-oriented approach, technical suitability, minimized customization, integration and association of system with trading parter, association with legacy systems, and support and involvement of top management. As a result of this analysis enterprise should choose an ERP package that is suitable to its business environment, and make the best use of(take full advantage of) best practice that ERP package provides to optimize the existing business procedure or process(to approach the existing business procedure or process). This study also shows the range of customization of the features provided by the ERP package should be minimized.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.3
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• pp.143-155
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• 2020

The relationship between companies in the supply chain is a core competency of the company and key indicator which determines the survival of a company. Therefore, companies are investing in efforts for inter-company relations, and related studies have been conducted for a long time. However, in the supply chain, the positions and characteristics of suppliers and buyers are not the same. Therefore, research is needed to better understand and respond to other characteristics of the relationship between suppliers and buyers. The purpose of this study was to identify the characteristics of the resources held between the buyer and the supplier through social capital, which is a value asset that can be used as a resource created through social relations, and whether it affects the commitment of the relationship. In addition, The core of this study was to statistically analyze the differences between suppliers and buyers through this analysis. This study was conducted by surveying companies that are suppliers and buyers along the supply chain. The difference between the supplier and the buyer was revealed through empirical analysis, and statistically, the difference between the two groups was also revealed. As a result of the analysis, the higher the involvement of the buyer, the more significant the result of structural capital was, and the result was statistically opposite to the supplier. As for the relationship capital, quantitative and qualitative relationship capital had different effects on the commitment. Both the supplier and the buyer had a positive effect on relationship performance. However, the effect of emotional commitment on non-financial relationship performance has a greater degree of influence on suppliers, and it appears in statistical differences. This study revealed differences in the relationship between suppliers and buyers, and found that different investments and efforts were required for each group.

• Journal of Korea Technology Innovation Society
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• v.7 no.1
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• pp.159-181
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• 2004

본 연구에서는 신차개발 과정에서 공급업체의 조기참여 프로그램을 통한 자동차용 강판 제조업체의 기술혁신에 대해 고려하기로 한다. 먼저, 치열한 경쟁 하에 놓인 자동차용 강판 공급업체의 생존전략으로 자동차업체와의 기술적 파트너십의 중요성과 함께 시장을 둘러싼 대내외 경영환경을 분석하고자 한다. 자동차산업의 신차개발 프로세스 단계별 기술적 목표를 명확히 제시하고 차체의 수명사이클에 근거한 최적 소재를 선정하기 위한 조기참여 활동의 필요성을 강조하고자 한다. 또한 자동차용 강판 공급업체의 최적 기술전략 수립 및 방향을 설정하기 위해 자동차용 소재시장에서의 철강재 위상을 제고하고, 핵심 기술목표를 도출하고자 한다. 마지막으로 자동차용 강판 제조업체의 핵심 기술로 고성형성, 고강도강판 및 내식성이 우수한 도금강판에 대해 공급업체의 조기 참여를 통한 기술혁신 과정을 살펴보고자 한다.

• Journal of the Korea Society of Computer and Information
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• v.21 no.12
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• pp.165-171
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• 2016

This study analyzes the relative importance of the introducing factors for the critical success factors in the implementation stage of the lifecycle of ERP system using Delphi technique and Analytic Hierarchy Process(AHP). In the 1st layer of the hierarchy, technical factor is evaluated as the most important factor among organizational, technical, and supplier factors. In the 2nd layer, choosing a proper ERP package is evaluated as the most important factor within 15 factors followed by process-oriented approach, technical suitability, minimized customization, integration and association of system with trading parter, association with legacy systems, and support and involvement of top management. As a result of this analysis enterprise should choose an ERP package that is suitable to its business environment, and make the best use of(take full advantage of) best practice that ERP package provides to optimize the existing business procedure or process(to approach the existing business procedure or process). This study also shows the range of customization of the features provided by the ERP package should be minimized.

• IE interfaces
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• v.16 no.3
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• pp.291-299
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• 2003

The managerial environment of automobile industry has been rapidly changing, mainly with the tighter standard of legal and environmental regulations, the pressure of cost reduction from the end-user, the various functional improvements of vehicles, and the globalization management. In order to survive in this complicate circumstances, the automakers have strongly pursued the mutual collaboration with the suppliers, especially tier-1, for the optimal selection of parts/materials and the assembly manufacturing processes of the new model development. They prepare the early involvement program for the suppliers during the conceptual design stage, and implement the win-win strategy of technology development activity, in order to improve the value creation. This study considers the strategic technology management of automotive steel sheets makers on the aspects of strategy, processes, human & physical resources, and organization structure. It also suggests the corporate strategies of steel mills, in order to obtain the technology competence.

• Journal of the Korean Society of Marine Environment & Safety
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• v.7 no.2
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• pp.49-65
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• 2001

Total Quality Management(TQM) is the source of competitive advantage for the enterprise faced with the dynamic change of the environment as the customer satisfaction era, unlike the past marketing era. It can have an effect on the strategical choice of the enterprise and becomes a new spotlight of management strategy in business administration recently with various techniques of organizational innovation, such as business re-engineering, benchmarking and so on. The TQM which has an essential part of a Risk Response Process is recognized as strategic aspects in Risk Management. TQM means the total management system that realizes management philosophy of customer satisfaction through continuous improvement and innovational thoughts on the basis of top-management＇s leadership and employees＇ involvement, policy of quality management, customer focus, development of human resources, empowered work forces, and supplier relationships. The data investigating the business performance effect of active factors in TQM based on the shipping firms were collected from 250 shipping firms in Korea by the use of questionnaire method and personal interviews at the selected samples.