• 통상정보연구
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• 제15권1호
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• pp.35-65
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• 2013

2012년 12월 국토해양부와 지식경제부는 화주기업과 물류기업 간 표준계약서를 보급 추진하기 위하여 위원회를 개최하고 표준계약서를 배포하였으며, 이러한 배경 하에 본 연구는 물류아웃소싱의 계약 관계에서 양 업계가 상생거래를 하기위한 물류계약서의 가이드라인을 제시하기 위하여 계약의 유형과 속성에 관한 선행연구를 검토하였고, 국내와 해외의 물류 계약서의 실제 사례 제시를 통하여, 국내의 물류 계약서의 구체화 정도와 해외 계약서들의 구체화 정도를 비교하였으며, 향후 국내 기업이 물류계약서 체결 시 현재보다 더 구체적으로 위험발생 조항이나 비용발생 조항 등을 반영해야 하는 현실적인 시사점을 제공하였다. 분석결과 첫째, 계약서의 구성과 내용은 국내와 해외가 공통적으로 계약의 정의와 기간, 업무의 범위, 업무 처리의 절차, 정산의 방법, 분쟁의 해결 방법과 같이 일반적으로 구성원 간 거래에 필요한 공식적인 원칙을 다루고 있는 것을 알 수 있었으며, 둘째, 국내와 해외의 계약서 모두 상황 발생에 따라 탄력적으로 해결이 가능하도록 규정하고 분쟁이 발생 할 경우 분쟁 기구를 통해 해결을 하는 신고전적 계약법을 따르고 있음을 알 수 있었다. 그리고 셋째, 국내 계약서에 비교하여 해외의 물류 계약서가 발생 가능한 위험에 대비하여 보다 구체적인 조항들을 담고 있는 것을 알수 있었으며, 해외 계약서에 비해 국내의 계약서가 화주기업에 보다 유리한 조항들을 많이 담고 있는 것을 알 수 있었다. 이러한 연구를 통하여 물류기업과 화주기업은 계약사항 협의 단계에서 계약 이후에 발생 가능성이 있는 위험이나 문제점들을 사전 예상하고 상호 협의를 통하여 계약서에 반영하는 것을 적극적으로 노력하여 물류기업과 화주기업과의 구조적인 문제로 발생된 손해를 물류기업에서 감수하는 관행을 없애도록 노력하여야 하는 아이디어를 제공하였고, 향후 표준 물류계약서 배포를 위해 구체적으로 반영이 될 수 있는 정책적인 가이드라인을 제공하였다.

• Asia pacific journal of information systems
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• 제20권3호
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• pp.139-166
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• 2010

The supply chain management (SCM) systems have emerged as strong managerial tools for manufacturing firms in enhancing competitive strength. Despite of large investments in the SCM systems, many companies are not fully realizing the promised benefits from the systems. A review of literature on adoption, implementation and success factor of IOS (inter-organization systems), EDI (electronic data interchange) systems, shows that this issue has been examined from multiple theoretic perspectives. And many researchers have attempted to identify the factors which influence the success of system implementation. However, the existing studies have two drawbacks in revealing the determinants of systems implementation success. First, previous researches raise questions as to the appropriateness of research subjects selected. Most SCM systems are operating in the form of private industrial networks, where the participants of the systems consist of two distinct groups: focus companies and vendors. The focus companies are the primary actors in developing and operating the systems, while vendors are passive participants which are connected to the system in order to supply raw materials and parts to the focus companies. Under the circumstance, there are three ways in selecting the research subjects; focus companies only, vendors only, or two parties grouped together. It is hard to find researches that use the focus companies exclusively as the subjects probably due to the insufficient sample size for statistic analysis. Most researches have been conducted using the data collected from both groups. We argue that the SCM success factors cannot be correctly indentified in this case. The focus companies and the vendors are in different positions in many areas regarding the system implementation: firm size, managerial resources, bargaining power, organizational maturity, and etc. There are no obvious reasons to believe that the success factors of the two groups are identical. Grouping the two groups also raises questions on measuring the system success. The benefits from utilizing the systems may not be commonly distributed to the two groups. One group's benefits might be realized at the expenses of the other group considering the situation where vendors participating in SCM systems are under continuous pressures from the focus companies with respect to prices, quality, and delivery time. Therefore, by combining the system outcomes of both groups we cannot measure the system benefits obtained by each group correctly. Second, the measures of system success adopted in the previous researches have shortcoming in measuring the SCM success. User satisfaction, system utilization, and user attitudes toward the systems are most commonly used success measures in the existing studies. These measures have been developed as proxy variables in the studies of decision support systems (DSS) where the contribution of the systems to the organization performance is very difficult to measure. Unlike the DSS, the SCM systems have more specific goals, such as cost saving, inventory reduction, quality improvement, rapid time, and higher customer service. We maintain that more specific measures can be developed instead of proxy variables in order to measure the system benefits correctly. The purpose of this study is to find the determinants of SCM systems success in the perspective of vendor companies. In developing the research model, we have focused on selecting the success factors appropriate for the vendors through reviewing past researches and on developing more accurate success measures. The variables can be classified into following: technological, organizational, and environmental factors on the basis of TOE (Technology-Organization-Environment) framework. The model consists of three independent variables (competition intensity, top management support, and information system maturity), one mediating variable (collaboration), one moderating variable (government support), and a dependent variable (system success). The systems success measures have been developed to reflect the operational benefits of the SCM systems; improvement in planning and analysis capabilities, faster throughput, cost reduction, task integration, and improved product and customer service. The model has been validated using the survey data collected from 122 vendors participating in the SCM systems in Korea. To test for mediation, one should estimate the hierarchical regression analysis on the collaboration. And moderating effect analysis should estimate the moderated multiple regression, examines the effect of the government support. The result shows that information system maturity and top management support are the most important determinants of SCM system success. Supply chain technologies that standardize data formats and enhance information sharing may be adopted by supply chain leader organization because of the influence of focal company in the private industrial networks in order to streamline transactions and improve inter-organization communication. Specially, the need to develop and sustain an information system maturity will provide the focus and purpose to successfully overcome information system obstacles and resistance to innovation diffusion within the supply chain network organization. The support of top management will help focus efforts toward the realization of inter-organizational benefits and lend credibility to functional managers responsible for its implementation. The active involvement, vision, and direction of high level executives provide the impetus needed to sustain the implementation of SCM. The quality of collaboration relationships also is positively related to outcome variable. Collaboration variable is found to have a mediation effect between on influencing factors and implementation success. Higher levels of inter-organizational collaboration behaviors such as shared planning and flexibility in coordinating activities were found to be strongly linked to the vendors trust in the supply chain network. Government support moderates the effect of the IS maturity, competitive intensity, top management support on collaboration and implementation success of SCM. In general, the vendor companies face substantially greater risks in SCM implementation than the larger companies do because of severe constraints on financial and human resources and limited education on SCM systems. Besides resources, Vendors generally lack computer experience and do not have sufficient internal SCM expertise. For these reasons, government supports may establish requirements for firms doing business with the government or provide incentives to adopt, implementation SCM or practices. Government support provides significant improvements in implementation success of SCM when IS maturity, competitive intensity, top management support and collaboration are low. The environmental characteristic of competition intensity has no direct effect on vendor perspective of SCM system success. But, vendors facing above average competition intensity will have a greater need for changing technology. This suggests that companies trying to implement SCM systems should set up compatible supply chain networks and a high-quality collaboration relationship for implementation and performance.