• Knowledge Management Research
• /
• v.13 no.2
• /
• pp.95-109
• /
• 2012

Changing customer expectation, global competition, and technological requirements force firms to develop agile supply chain capabilities sustaining competitive advantage and business success. To respond, firms are seeking to enhance supply chain agility across the inter-organizational, this study explores the relationship between supply chain competence and supply chain agility on firm performance. The research reviews literature on supply chain capability and classifies capability into two categories as competence and capability based on resource based view and dynamic capabilities. It describes a framework to explore the relationships among supply chain competence (IT flexibility, supply chain flexibility, shared value), supply chain capability (supply chain agility), and firm performance (supply chain performance). The purpose of this study is to find the determinants of supply chain agility and improving firm performance in the perspective of vendor companies. The results indicate strong, positive, and direct relationships between supply chain competence and supply chain agility. Supply chain agility have significant relationships with firm performance. Implication for future research and practice are offered.

• Korean small business review
• /
• v.40 no.1
• /
• pp.25-52
• /
• 2018

The purpose of this study is to investigate the relationship between supply chain sustainability antecedent, supply chain competence, and supply chain sustainability. The relationship between supply chain sustainability antecedence factor and supply chain competence, supply chain competence and supply chain sustainability and to identify the differences between sustainability antecedence factors, capacity and sustainability depending on the size of the firm. To accomplish this, each research hypothesis was established and the results are as follows. First, compliance with environmental regulations, NGO response activities, CSR activities, and trade fairness were found to have a significant positive impact on manufacturing agility, environmental management, and social capital. And manufacturing agility, environmental management, and social capital has been confirmed that most of the economic, environmental and social sustainability have a significant positive influence. In addition, it has been confirmed that there are differences in the factors of supply chain sustainability, capacity, and sustainability depending on the size of the company. According to the results of the study, environmental regulation compliance, NGO response activities, CSR activities, and fairness factors selected as the leading factors of supply chain sustainability play a role as fundamental prerequisites for supply chain competence to achieve sustainability. Manufacturing agility, environmental management, and the formation of social capital have confirmed that they can raise the level of economic, environmental and social sustainability. Therefore, it was confirmed that the enhancement of supply chain sustainability precedence factors can lead to enhancement of supply chain competence, and furthermore, sustainability of supply chain. Compared with large corporations, SMEs' supply chain sustainability precedence factor, capacity and sustainability should be further improved.

• Information Systems Review
• /
• v.20 no.2
• /
• pp.87-110
• /
• 2018

This study reviews previous studies about the effects of RFID capabilities on strategic supply chain competence and business performance in the Chinese context. This study introduces a new perspective that measures the degree to which RFID capability levels contribute to business performance. Such an assumption is based on the fact that companies build their own capabilities through RFID capabilities and that these capabilities provide a competitive advantage for enterprises. Data on all sorts of logistics, distribution, and manufacturing companies that introduced RFID system in China were collected for data analysis. This study analyzes the structural equation modeling using Smart-PLS 2.0 program. This study confirms that internal reliability, convergent validity, and discriminant validity are satisfied. The hypothesis test result on the relationship between RFID capacity and strategic supply chain competence and strategic supply chain competence and company results is partially adopted. This study aids in establishing a RFID system construction strategy to enhance supply chain competence by suggesting guidelines for the successful introduction of RFID system through identifying the causal relationship between RFID capacity and strategic supply chain competence. This study also suggests the influence of RFID competency on visibility, agility, flexibility, and collaborations.

• Korea Trade Review
• /
• v.43 no.1
• /
• pp.69-90
• /
• 2018

Customer demand is rising as services competition becomes more intense among logistics companies. Some large companies provide total logistics services, but most logistics companies provide total logistics services in cooperation with other companies. Therefore, supply chain competition is becoming more important than competition among logistics providers. The purpose of this study is to verify the effects of logistics cooperation and supply chain competence on logistics performance. In this study, we conducted a literature review to identify the key factors that logistics companies consider important, and establish a conceptual research model. A survey was conducted on 286 logistics companies in Korea, and hypotheses were verified based on the structural equation model. The hypotheses test results are as follows. First, logistics cooperation had a significant effect on supply chain competence and logistics performance. Second, logistics performance improves when supply chain competence is strengthened. Third, higher level logistics expertise resulted in greater logistics cooperation effects on logistics performance.

• Asia pacific journal of information systems
• /
• v.19 no.1
• /
• pp.83-111
• /
• 2009

Despite the growing emphasis on the importance of knowledge exchange among supply chain participants, few companies have fully exploited the knowledge resources held by their supply chain partners. Among many reasons for this phenomenon, recent literature on inter-firm knowledge exchange identifies knowledge complementarities between the supply channel partners as an important determinant of knowledge exchange. Firms participating in a supply chain are likely to exchange partners' complementary knowledge. In order to extract value from them, it is important to recognize the difference between the potential value and the implementation of this potential value. However, the literature fails to distinguish between potential knowledge complementarities and implemented knowledge complementarities. In order to realize the value of potential knowledge complementarities, knowledge should be exchanged and effectively integrated in the supply channel. Further, investigating inter-firm knowledge exchange from both partners' perspectives is important especially when there are interdependencies between the channel partners. The purpose of this research is to investigate the impact of potential knowledge complementarities on knowledge exchange in buyer-supplier relationships by looking at both partners' perspectives. This research also includes trust in partner's competence and inter-organizational information systems (IOIS) as they are relevant when the complementary knowledge flows between organizations. The data required for this field study was collected from 70 buyers and their suppliers in three multinational enterprises in two different industries (Automobile manufacturing and Telecommunication services) headquartered in Korea. The results indicate that potential knowledge complementarities between buyer and supplier do not directly influence knowledge exchange, but indirectly through trust in partner's competence. And the results indicate that competence-based trust and IOIS have direct effects on knowledge exchange. Empirical results also show that IOIS moderates the relationship between potential knowledge complementarities and knowledge exchange. This study is a first attempt to empirically verify the theoretical model about potential knowledge complementarities and to investigate the impact of potential knowledge complementarities on interfirm knowledge exchange. From a theoretical perspective, this study not only clarifies the distinction between potential knowledge complementarities and implemented knowledge complementarities, but also develops an instrument to measure the concept of potential knowledge complementarities in the context of operational and planning knowledge in a supply chain. Further, we develop a theoretical framework suggesting that potential knowledge complementarities of partners in a supply chain affect knowledge exchange directly and indirectly through competence-based trust. The findings from this study have some managerial implications for practicing managers as well. First, buyers should search for suppliers that have potential complementary knowledge, which can be integrated to create synergy through interfirm knowledge exchange. Furthermore, firms must develop mechanisms to identify potential complementary knowledge of partners. Second, firms should continue their endeavor to develop their own unique knowledge so that their knowledge can benefit the entire supply channel. Finally, trust among supply chain partners turns out to be an important factor for interfirm knowledge exchange. Therefore, effective management for engendering trustworthy buyer-supplier relationships should receive appropriate attention from managers.

• Journal of Fisheries and Marine Sciences Education
• /
• v.27 no.5
• /
• pp.1369-1379
• /
• 2015

This study attempted an AHP analysis through interview with experts in the industries and questionnaire survey on recognition of organization members and future strategic development direction in order to upgrade shipbuilding equipment industries to marine plant equipment industries. Key research results are as follows. First, according to analysis on relative priority between three aspects on acceleration of shipbuilding equipment industries, importance was shown in the order of acceleration of internal competence, acceleration of manufacturing technology, and acceleration of supply chain, which means that the aspect on acceleration of internal competence had relatively higher importance. Second, as for relative importance of detailed item evaluation per respective aspect, it was found that development of core competencies was high from the aspect on acceleration of internal competence, higher value-addition was high from the aspect on acceleration of manufacturing technology, and IT infrastructure construction was high from the aspect on acceleration of supply chain.

• Journal of the Korean Operations Research and Management Science Society
• /
• v.34 no.3
• /
• pp.85-104
• /
• 2009

Managers have come to realized that a large and increasing amount of sources for a corporate competitive advantage can be found in their company's supply chain. At a fundamental level, there is a similar consensus that building a collaborative supply management is a more effective way of managing firms' supply chains. This paper is an attempt to examine the effects of collaborative supply management by probing a mechanism which shows how competences and/or performance are transferred from suppliers to markets through the supply chains. Research hypotheses regarding the relationships between collaborative supply management, supplier Performance, buyer internal performance (new product development and operational performance), and buyer market performance were empirically validated by utilizing a structural equation modeling analysis. The research result Indicates the positive impacts of a collaborative supply chain on supply performance as well as buyer internal and market performance, which also well illustrate how the improved competence and/or performance of suppliers engendered from the supplier-buyer collaboration flows throughout the entire supply chain.

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.43 no.1
• /
• pp.110-122
• /
• 2020

Many companies make considerable efforts in implementing supply chain management systems to increase their competitiveness. In particular, there are significant investments in their ICT (Information and Communication Technology) and supply chain. However, considerable diversity exists in how well firms have been able to assimilate ICT and leverage the business value of it. In addition, studies on supply chains, particularly Real Time Enterprise (RTE) competence, which is cited for rapid information sharing and dynamic capabilities for each role in the supply chain, are insufficient. The purpose of this paper is to explore and evaluate effect of ICT utilization capabilities, including 'ICT internal cooperative capabilities' and 'ICT operational flexibility capabilities', on RTE capabilities (flexibility, visibility and prediction) and supply chain performance. To validate the research model proposed in the study, survey was conducted on companies using ICT along the supply chain of manufacturing industries. 216 data were used, SPSS and AMOS were used for the analysis methods. Study results showed that ICT internal collaboration capabilities affect agility, one of RTE capabilities, but not visibility and prediction, and ICT operational flexibility capabilities have affected all three RTE capacities. And, RTE capabilities had a huge impact on supply chain performance as expected. In this paper, it has been found that the ICT capabilities in manufacturing are an important factor in improving RTE capabilities that are important in the supply chain and improving the performance of the supply chain.

• The Journal of Society for e-Business Studies
• /
• v.9 no.4
• /
• pp.65-83
• /
• 2004

Keen competence in business environments induces companies to introduce Supply Chain Management (SCM), which is accelerated by emerging information technology. Consequently, supply chain integration requires interacting and information sharing among the companies participating in the supply chain. Web services, platform independent technologies, are recently used for SCM. However, web services themselves do not provide high level supply chain integration. Therefore, the ways to control and manage global processes over supply chain need to be developed. In this paper, we introduce a method of executing and managing supply chain process using Business Process Management (BPM) system. BPM system is a software system to support an efficient execution and management of complex business processes, and it is applied to supply chain processes . The supply chain processes can be regarded network of activities, each of which is served as web service and related to one of the participants. Our approach enables not only efficient managing but also effective monitoring of the process, which can be a good basis for improvement of the processes. For a speedy execution of processes, we provide a method to support decision making in course of executing process by software agents, which are also web services.

• Proceedings of the Korean Operations and Management Science Society Conference
• /
• 2003.11a
• /
• pp.170-174
• /
• 2003

While related with electronic commerce and supply chain management, the concept of ERP is more extended. Even information technology makes it more important to achieve company competence Automobile material industry in which there are the variety of suppliers and materials, has to relate with external information such as supply chain information in order to induct efficient ERP system. This study focuses on the induction policies of ERP system through data sharing within supply chain, and performed both case study and statistical analysis through the interviews to the suppliers of automobile materials. To the better induction of ERP through information sharing of SCM, we have to consider the needs of partner of which information sharing is being done well. This study suggests that organizational change management, business process, information technology are orderly taken into account as the analytical results.