• Proceedings of the Korean Institute Of Construction Engineering and Management
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• autumn
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• pp.73-81
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• 2003

The construction industry has been experiencing a major challenge in its work force, 'the shortage of skilled craft workers.' This problem has been caused by several factors such as the poor image of the construction industry, lack of training and education, unclear career path, declining wages, and changing work force demographics. A 'step-change' approach called the 'Two-Tier Work Force Strategy' has been proposed by the Center for Construction Industry Studies (CCIS) to deal with the work force related issues in a radical way. It is composed of two separate strategies, Tier I and II. The Tier I strategy uses less skilled and task trained craft workers, and has a larger administrative site management team than the Tier II strategy. The Tier II strategy utilizes fewer, better-educated, and higher skilled workers who perform some lower-management functions in addition to craft functions. They are paid more, but produce more through higher skills, stay on the job longer through multi-skilling, and deliver improved project performance in safety, quality, schedule, and cost The Two-Tier Work Force Strategy has the potential to resolve the current work force problems and foster a better work force environment in the future.

• Journal of Korea Port Economic Association
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• v.37 no.4
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• pp.103-126
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• 2021

The purpose of this study is described in detail as follows. First, I would like to define what digital transformation is in the maritime transport sector. Second, it is intended to derive success factors for digital transformation in the maritime transportation field by examining various preceding studies related to digital transformation. Finally, in order to derive priorities for the derived success factors, an AHP analysis model is built and an expert survey is conducted for practical experts in the maritime transportation field. Based on the survey results, we would like to provide guidelines on what factors should be considered first among the success factors of digital transformation in the maritime transportation sector. In this study, in order to derive the priority of success factors for digital transformation in the maritime transportation field, the hierarchical structure was divided into four high-level evaluation items(strategic factors, organizational culture and human factors, technology factors, and environmental factors) and 21 sub-evaluation items. A relative evaluation method of weighting items among AHP(Analytic Hierarchy Process) was applied. AHP analysis of 24 questionnaires with a consistency ratio of 0.1 or less in order to increase the accuracy of information among questionnaires collected through maritime transportation related university professors, research groups, shipping companies, container terminals, and experts engaged in shipping related IT companies was carried out. As a result of the analysis, the priority of the first-tier factors for the success factors of digital transformation in the maritime transport sector was shown in the order of strategic factors, organizational culture and human factors, technology factors, and environmental factors. In addition, when looking at the priorities of 21 detailed items, it was found that the development of new business models, the creation of an active future digital strategy, and the leadership of the chief digital officer were high.