• 오토저널
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• 제26권1호
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• pp.76-82
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• 2004

In this paper, the trend of quality management system that suppliers in the automotive industry are adopting, the classification system of suppliers and car manufacturers requirements for quality are described. Due to the complexity of the requirements for quality, the introduction of an active quality management system which can meet all conditions is a difficult task. Thus, to cope with this difficulty, this paper shows the optimal requirements that suppliers have to consider when they are introducing quality management system and the discriminated strategies to assure parts quality by supplier model.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2003년도 추계학술대회
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• pp.113-116
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• 2003

In the recent environment of globalization where fierce competitions exist between manufacturers, SRM(Supplier Relationship Management) plays important role in the strategies of companies, and managements of companies try their best efforts in establishing the strategy to accomplish the innovative relationship between supply chain channels. The structure of the partnerships we develop with not only customers but also suppliers will in many cases determine the degree of success of the relationship. A successful partnership provides an opportunity for shared risk while maximizing the opportunity for mutual success whether it's with supplier. To follow this paper show how SLV(Supplier Lifetime Value) can be used to structure the supplier in automotive part manufacturer, This method of selection is described, and a detailed example of how SLY can be used and allocation of order quantity for the selected suppliers also are provided.

• 품질경영학회지
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• 제41권1호
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• pp.39-52
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• 2013

Purpose: The purpose of this study was to investigate if purchasing companies' efforts of supplier development activities to supplier companies have positive impacts on the purchasing companies' performance as the first step. In the second step, we tried to confirm if the concept of Supply Chain Corporate Social Responsibility activities and Coexistence activities take the roles of moderate variable on relationship between supplier development and three performances respectively. Methods: The collected data through survey were analysed using multiple regression for the first step of the study and moderate regression for the second one of it. Results: The results of this study are as follows; supplier development efforts effect on all three performances positively. Moreover, Supply Chain CSR has significant moderate effect on relationship between supplier management and corporate performances, while Coexistence does between supplier management and logistics performances. In the case of relationship between supplier management and production performances, both Supply Chain CSR and Coexistence show significant moderate effect. Conclusion: Manufacturing companies in Korea need to make effort of supplier development in selective way when they want to practice Supply Chain CSR and Coexistence concurrently considering strategies and objectives.

• 대한안전경영과학회지
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• 제13권4호
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• pp.117-124
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• 2011

Supplier selection is one of the most important activities of a company. This importance is increased even more by new strategies in a supply chain, because of the key role suppliers perform in terms of quality, costs and services which affect the outcome in the buyer's company. In addition, green production has become an important issue for almost every manufacturer and will determine the sustainability of a manufacturer. Therefore a performance evaluation system for supplier and green suppliers is necessary to determine the suitability of suppliers to cooperate with the company. Supplier and green supplier selection is a multiple criteria decision making problem in which the objectives are not equally important. In practice, vagueness and imprecision of the goals, constraints and parameters in these problems make the decision making complicated. The objective of this study is to construct a decision-making process using fuzzy analytic hierarchy process (FAHP) and balanced scorecard (BSC) for evaluating supplier and green suppliers in the manufacturing industry. The BSC concept is applied to define the hierarchy with four major perspectives and performance indicators are selected for each perspective. FAHP is then proposed in order to tolerate vagueness and ambiguity of information. Finally, FAHP is applied to facilitate the solving process. With the proposed approach, manufacturers can have a better understanding of the capabilities that supplier and green supplier must possess and can evaluate and select the most suitable supplier for cooperation.

• 예술인문사회 융합 멀티미디어 논문지
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• 제9권4호
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• pp.813-823
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• 2019

기업에서의 SRM(공급자관계관리)은 기업의 전략적인 파트너십 활동으로 불확실성이 가중되고 있는 현재의 기업 환경에서 중요한 기업의 성과 요소로 기대된다. 효과적인 SRM을 통해 기업은 공급자와의 물류 조달 프로세스 전반에 걸쳐서 품질, 재고 등을 관리하고 최적의 공급망을 구축하며 수익성을 높일 수 있음에도 불구하고, SRM(공급자관계관리)과 관련한 이론이 부족한 실정이며 많은 기업이 SRM의 중요성을 인지하지 못하고 단순 전자구매방식에만 의존하고 있다. 따라서 본 연구는 사례기업으로 국내외 공급자 수가 2500개에 이르러 SRM이 기업 경쟁력의 핵심으로 평가 받고 있는 H기업의 SRM 수행 과정과 효과를 (1)구매전략 부문 (2)프로세스 부문 (3)IT 인프라 부문으로 사례 분석한다. 이를 통해 SRM을 기업성과의 전체적인 가치상승을 가져오는 경영전략의 한 방안으로 해석하고, 국내 대기업이 어떤 방식으로 공급사를 관리하는지 살펴봄으로써 많은 공급사를 갖는 제조기업이 SRM의 중요성을 인지하고 기업 실정에 맞는 SRM을 구축하게 하는 데에 의의를 둔다.

• 대한안전경영과학회지
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• 제15권2호
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• pp.243-253
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• 2013

This research paper introduces the application and implementation of medical decision metrics that classifies medical decision-making into four different metrics using statistical diagnostic tools, such as confusion matrix, normal distribution, Bayesian prediction and Receiver Operating Curve(ROC). In this study, the metrics are developed based on cross-section study, cohort study and case-control study done by systematic literature review and reformulated the structure of type I error, type II error, confidence level and power of detection. The study proposed implementation strategies for 10 quality improvement activities via 14 medical decision metrics which consider specificity and sensitivity in terms of ${\alpha}$ and ${\beta}$. Examples of ROC implication are depicted in this paper with a useful guidelines to implement a continuous quality improvement, not only in a variable acceptance sampling in Quality Control(QC) but also in a supplier grading score chart in Supplier Chain Management(SCM) quality. This research paper is the first to apply and implement medical decision-making tools as quality improvement activities. These proposed models will help quality practitioners to enhance the process and product quality level.

• 산업경영시스템학회지
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• 제37권3호
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• pp.64-74
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• 2014

We show how a supplier can peg cost measures to the reliability of his time guarantees via the penalty costs considered in the framework. The framework also enables us to study the connections between the logistics network and the market. In this context, we show that even when the market base increases significantly, the supplier can still use the logistics network designed to satisfy lower demand density, with only a marginal reduction in profit. Finally we show how the framework is useful to evaluate and compare various logistics system improvement strategies. The supplier can then easily choose the improvement strategy that increases his profit with the minimal increase in his logistics costs.

• 유통과학연구
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• 제14권8호
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• pp.113-121
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• 2016

Purpose - This paper aims to examine the impact of buyer-supplier cooperation on suppliers' trust on buyers and the moderating role of buyers' governance mechanism between the sharing activities and trust. Research design, data, and methodology - An integrated research model is designed to materialize the research hypotheses. First, the impact of buyer-supplier cooperation is empirically analyzed by looking into how the sharing activities, in the field of information, resource, and knowledge, of buyer with supplier will affect the trust of supplier on buyer. Second, the moderating effect of contract-based governance mechanism of buyer is empirically analyzed. Third, the influence of trust on innovation performance of suppler is empirically analyzed. Results - Our findings provide supporting evidence for some of our hypotheses. First, all of the sharing activities are significantly influential, but in different degree, to trust of supplier. Second, contract-based governance mechanism of buyer have a moderating effect on the relationship between sharing activities and trust, positively in resource-sharing activities, negatively in information-sharing activities, not significant in knowledge-sharing activities. Third, supplier's trust on buyer positively affects supplier's own innovation performance. Conclusions - The strategies applied in supply chain management have become important as the competition among firms has shifted from competition between individual firms to competition between supply chains. A customer's sharing activities with its supplier may contribute to an increase in innovation performance. The supplier's information-sharing activity with its customer could affect its information-sharing activities with its main supplier. Cooperative activity with a partner in the supply chain is cultivated and amassed into relationship knowledge, and this study shows that the cooperative relational knowledge related to information-sharing activities enables firms to participate in sharing activities with their main suppliers. Increasing evidence shows that sharing various activities between buyer and supplier improves trust and performance outcomes, and enables firms to maintain competitive advantage. From the perspective of knowledge theory, external knowledge is becoming more important in firms' innovation activities, because innovative knowledge is acquired primarily through interaction with another organization. In addition, relationship learning could be an important tool in absorbing the supplier's core technology, information, expertise, and core competencies, increasing relational value.

• 한국경영과학회지
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• 제39권3호
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• pp.93-115
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• 2014

In collaborative product development with multiple suppliers, buyers must manage the suppliers' activities. This empirical research investigates the performance impacts of three strategies that buyers use to manage suppliers who design interdependent components. These strategies are: Instructionism (giving clear instructions to suppliers), Teaming (forming an interactive development team with suppliers), and Delegation (transferring component development responsibilities to suppliers). Data were collected through a cross-industry web-based survey of buying firms in manufacturing industries whose products require multiple, interdependent components. A path analysis utilizing 318 survey responses indicates that Instructionism has a positive effect on design quality, and Teaming has a positive effect on design quality and component innovation. The use of Delegation is not related to any of the performance indicators. The practical implication of this research for product development managers is that both Instructionism and Teaming can be effective strategies. For the purpose of assuring design quality, a buyer should give clear instructions in detailed specifications or work closely with suppliers in development teams. If competitive priority is product innovativeness, however, the buyer should work closely with its suppliers during component development processes using a Teaming strategy.

• 지식경영연구
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• 제17권2호
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• pp.205-229
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• 2016

Owing to the current economic downturn, one of the most important goals of the organizations who are actively involved in Information Technology Outsourcing (ITO) is the cost efficiency. We focus on supplier firm's domain understanding to make the cost efficiency; therefore, we examine how the disadvantages from lower domain knowledges affect outsourcing performance moderated by outsourcing ratio and knowledge change environments. That is, if clients can endure disadvantage from service providers' lower domain knowledge, they can achieve cost efficiency by choosing lower domain knowledge suppliers with less expensive cost. To examine performance gap depending on the environments, we applied 'A Learning Model of IT Outsourcing' which is suggested by previous literature. As a result, we suggest five strategies for clients to contract with suppliers which have lower domain knowledge: (1) Prepare the strategy to endure disadvantages from the early stage. (2) Make the strategy depending on outsourcing ratio. (3) Knowledge transfer between organizations is important. (4) Make a short-term contract if they do not have good environments for organizational learning. (5) Client's knowledge change environments are more important than those of supplier's. Finally, we offer various implications for clients and suppliers in IT outsourcing.