• Agribusiness and Information Management
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• v.5 no.1
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• pp.20-30
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• 2013

This paper presents a model explaining industrywide information systems (IS) integration in the agri-industry. Using a theoretical frame of value configuration analysis and IS integration extent we study 15 organizations. We find that product sensitivity, continuous production, value chain captains, and value creation logic explain the industry-wide IS integration. Incompatible value creation logic among stakeholders and the lack of presence of "value chain captains" - powerful actors dominating the entire industry - has and negative impact on industry-wide integration. On the other hand, product sensitivity and continuous production process led to higher levels of integration.

• Journal of Distribution Science
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• v.14 no.4
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• pp.21-31
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• 2016

Purpose - This study examines how consignment and Vendor-Managed Inventory perform as supply chain collaboration programs. By using three key collaborative features, this study defines the collaboration programs and develops theoretical models of different supply chain systems. Research design, data and methodology - This study conducts sophisticated analysis on the supply chain systems by applying simulation modeling based on time-phased operations. The simulation model represents a two-stage supply chain system where a supplier sells a single item to a buyer, and it incorporates various operations. Results - In general, the simulation outcomes support that more advanced collaboration programs outperform less advanced ones. The analysis on the simulation outcomes identifies the significant value of information sharing in both collaboration programs. The specific conditions where the particular collaboration system outperforms the others are recognized. Conclusions - The outcome of this study supports that the supply chain system can improve its performance by having more collaborative features. This study provides business practitioners with guidelines to identify the circumstances that the specific collaboration program can fully exploit its advantages.

• Journal of Korean Institute of Industrial Engineers
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• v.31 no.2
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• pp.152-163
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• 2005

The focus of enterprise collaboration of supply chain management, has changed from integrating and exchanging business information to integrating and managing business processes between business partners. However, the collaboration is difficult due to the inherent complexity such as diverse business processes and dynamic business environments. To settle these problems, a reference model based enterprise architecture framework for the collaboration of supply chains is proposed in this paper. The supply chain collaboration framework is composed of three reference models capturing the different views of supply chain collaboration: supply process reference model, service component reference model, and technology and standard reference model. As the framework adapts the OMG's metadata architecture, the processes in the supply chain can be extended and integrated with other value chains, such as design chains, when it is necessary. Using the proposed framework, business managers can rapidly integrate and manage their business processes with their suppliers and customers.

• The Journal of Information Systems
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• v.17 no.3
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• pp.205-233
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• 2008

This study suggests the dynamic value chain model, that will be able to not only show changing processes to organization's significant capital by integrating an individual, implicit, and explicit knowledge which affect organizational decision making, but also distinguish the key driver for raising organizational competitive power because it makes possible to analyze sensitivity of performance along with decision making alternatives and policy changes from dynamic view by connecting knowledge management capability, knowledge management activity, and relations with organizational performance with specific strategic map. Recently, a lot of organizations show interest in measuring and evaluating their performance synthetically. In organizations taking knowledge management, they introduce effective value chain model like a dynamic balanced scorecard (DBSC), and therefore they can reflect their knowledge management condition as well as show their changes by checking performance of established vision and strategy periodically. Furthermore, they can ask for their inner members' understanding and participation by communicating with and inspiring their members with awareness that members are one of their group, present a base of benchmarking, and offer significant information for later decision making. The BSC has been a successful framework for measuring an organization's performance in various perspectives through translating an organization's vision and strategy into an interrelated set of key performance indicators and specific actions. The BSC, while having significant strengths over traditional performance measurement methods, however, has its own limitations, due to its static nature, such as overlooking two-way causation between performance indicators and neglecting the impact of delayed feedback flowing from the adoption of new strategies or policy changes. To overcome these limitations, this study employs SD, a methodology for understanding complex systems where dynamic feedback among the interrelated system components significantly impact on the system outcomes. The SD simulation model in the form of DBSC would serve as a useful strategic teaming tool for facilitating an organization's communication process through various scenario analyses as well as predicting the dynamic behavior pattern of their key performance measures over a future time frame. For the demonstration purpose, this study applied the DBSC model to Prototype of Korea manufacturing and service firm.

• Journal of Korean Society for Quality Management
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• v.28 no.4
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• pp.204-222
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• 2000

Supply Chain Management is a process-oriented concept, integrated approach to procuring, producing, and delivering products and services to customers. Supply Chain Management covers the management of material, information, and funds flows. A strategic supply chain management produces for value maker and the ultimate customer. One aim of this paper is to determine the effect of contract parameters on the quality of the end product of the supplier-producer chain. The supply chain management is viewed as a single entity rather fragmented. This research constructed model the relationship of supply chain management to quality management. The questionnaire were tested with survey of supplier's employee and the result were analyzed using SEM(Structural Equation Model). As a result, Quality performance positively depends on the communication, coordination, and process management between the supplier and the producer.

• Spatial Information Research
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• v.11 no.4
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• pp.439-452
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• 2003

Geographic Information System(GIS) market in Korea was made based on "the First Master Plan for the korean National GIS" Recently the private GIS market is growing rapidly for LBS, Telematics, Web Geographic Information Service. So, the purpose of this study is to make the development strategies reflected ′moving the core of GIS market′ from public to private sector. By using the Model of Added Value chain, the business model which reflect features of geographical information best, we analyzed markets and classified them into four fields along the uses and degrees of added value. The features of markets in each field are researched and the ways of development about each fields are established. And the business model for geoaphic information circulation is made for development of GIS. market. To realize the development strategies in each field, this study proposes the national roles.

• Journal of Korea Technology Innovation Society
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• v.8 no.spc1
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• pp.360-390
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• 2005

The paradigm of the corporate innovations has been changed from the intra-company innovations to the inter-company innovations. A prevalent approach to the inter-company innovations is the supply chain management. Three key words of the core concept of supply chain management are the long-term relationship, resource integration, and value creation. Specifically, it means that the supply chain management aims to make value creation through the resource integration for the supply chain entities, based on the long-term relationship between buyers and sellers. To make more effective long-term relationship among the supply chain entities, it is very important for the supply chain entities to analyze followings: i) What variables can influence the long-term relationship, ii) How these variables can influence to the long-term relationship. However, previous researches mostly deals the long-term relationship in the marketing area in fragment, and thus few research efforts have been done for the development of conceptual model using supply chain management theories. In contrast to previous studies, our research tried to develop and examine the integrative research model by introducing both the marketing theories and the supply chain management theories, and thus related hypotheses are derived. A multiple regression analysis was performed to examine the influence of the antecedents of the long-term relationship, for the 87 retailers of grocery supply chains. The empirical results confirm that cultural similarity, reputation, interdependency, and trust positively influence long-term relationship (i.e., partnership orientation and partnership symmetry). And results also confirm that the supply implementation factors such as organization integration, information system integration, and process integration playa moderating role between antecedents and long-term relationship. These findings suggest that companies should perceive the importance of managing the process, organization, information system integration in the long-term relationship implementation process as well as the factors such as cultural similarity, reputation, interdependency, and trust in the long-term relationship establishment process.

• Korea Trade Review
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• v.44 no.1
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• pp.115-127
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• 2019

In recent years, the Indian market has gained worldwide attention in the global trading business environment. Korean companies are also seeking to enter the indian market, and their foreign trade investment strategy is based on the Global Value Chain(GVC). In this study, we examine difference from traditional investment strategy to GVC investment strategy in the age of 4IR(fourth industrial revolution) through using POLS model(pooled least square), FEM(fixed effect model), and REM(randomized effect model). Based on the analysis of 84 monthly data related to the FDI and international trade effects between Korea and India, the following results were found. As Korean companies increased their share of export to the Indian market and export to the Indian market, the number of new companies directly invested in overseas market increased. However, the amount of import into the Indian market was relatively low in relation to the number of new companies directly in overseas markets. As a result of analyzing the investment strategy of the GVC in India, the GVC has shifted from manufacturing to process upgrading to enter the GVC on Smile Curve.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.5
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• pp.17-30
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• 2022

It has been verified in several studies that dynamic capabilities has a very important effect on the competitive advantage of technology startups. And the network has an important influence on this dynamic capability. This is even more important for start-ups that lack the resources and knowledge. Networks that directly and significantly affect dynamic capabilities have been studied mainly the value chain internal. However, network activities of start-ups are conducted not only with the value chain internal networks but also with the value chain external networks. Therefore, it is necessary to study the effect of the value chain internal and external network activity of start-ups on the dynamic capabilities, but prior studies are lacked. In this study, We make a model that encompass the value chain internal and external network for technology startups, and a study was conducted to demonstrate the effect on dynamic capabilities and competitive advantage. As a result of the study, value chain internal network activity directly and significantly affected dynamic capabilities, and value chain external network activity did not directly significantly affect dynamic capacity. And dynamic capabilities had a significant effect on competitive advantage. As confirmed through additional research, value chain external network activity affects value chain internal network activity, and through this, dynamic capabilities are strengthened, and positively affect competitive advantage.. The intensity of value chain external network activity was not significant to dynamic capabilities and the diversity of value chain external network activity had a significant effect on the competitive advantage by double mediating the value chain internal network activity and dynamic capability. Through this study, it is confirmed that the value chain internal networks is important in order for startups to strengthen their dynamic capabilities and increase their competitive advantage, and that both strong and diversified the value chain internal networks positively affects competitive advantage by enhancing dynamic capabilities.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.6 no.1
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• pp.48-53
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• 2005

This paper aims to compare open source software (OSS) with proprietary software (PS), and to propose a new business model for OSS. Generally speaking, PS has made negative impact on software industry in various ways. In contrast, OSS may reduce negative aspects of lock-in effect and transaction cost the ways in which software distribution has been utilized. In this regard, OSS makes it possible to create a new business model, which is software customization. Software customization is not to sell software license directly to end-users, but to create values by means of developing and capitalizing software-related industries where value chain is linked. In other words, the new business model of OSS is focusing on software market where the value created by OSS can be enhanced.