• Proceedings of the Korean System Dynamics Society
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• 2007.11a
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• pp.33-48
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• 2007

Recently, due to the globalization of business, the efficient supply chain management(SCM) is considered as the key initiatives of business activities, and the leading logistics companies are trying to provide the differentiated 3PL services to meet their customers' needs. The domestic 3PL market scale, however, is still small and the logistics companies' competence is not good enough, so that 3PL companies need to concentrate on their logistics strategies and the government's supports and related policies are required. In this point of view, we developed the system dynamics model and forecasted middle or long-term domestic 3PL market. Through the result, we suggest the roles of government and the directions of policies to support the domestic 3PL market effectively.

• Korean System Dynamics Review
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• v.9 no.1
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• pp.107-123
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• 2008

Recently, due to the globalization of business, the efficient supply chain management(SCM) is considered as the key initiatives of business activities, and the leading logistics companies are trying to provide the differentiated 3PL services to meet their customers' needs. The domestic 3PL market scale, however, is still small and the logistics companies' competence is not good enough, so that 3PL companies need to concentrate on their logistics strategies and the government's supports and related policies are required. In this point of view, we developed the system dynamics model and forecasted middle or long-term domestic 3PL market. Through the result, we suggest the roles of government and the directions of policies to support the domestic 3PL market effectively.

• Information Systems Review
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• v.5 no.1
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• pp.1-18
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• 2003

Many organizations experience that the value they gained from IT (information technology) investment is lower than they expected prior to the actual implementation of a system - the value gap between expected value and realized value from IT. Research on the barriers to the expectation and realization is of high importance both in practice and in IS research. This study analyzed such barriers observed in three companies that have adopted such IT systems as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems each. From analyses of the three companies we specifically identified eight types of barriers: barriers related to industry, organization, knowledge, resource, usage, competence, product, and safety. Common barriers among the three cases were classified into six types, e.g. lack of strategic mind-set, improper organizational structure, lack of human resource, etc. We expect that the results help managers in IS investment to minimize the valuation gap and maximize realized values.

• Journal of Digital Convergence
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• v.9 no.6
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• pp.325-341
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• 2011

Environmental regulations in the world has been strengthened. International Organization for Standardization (ISO) that international standard for social responsibility in the ISO26000 was published on November 01, 2010. CSR is rapidly changing in global environment. In the meantime, domestic companies such as donations to the required activities ought to be stayed. Strengthening the competitiveness of enterprises in the management tools that should be taken as the movement is taking place. The domestic small and medium-sized corporate social responsibility (SMEs CSR) activities have also taken many changes. In particular, multinational corporations and large companies within the supply chain, B2B companies in partnership appears to have a significant impact on business. In this study, in changing environment for domestic SMEs CEO survey results are based. CSR activities of SMEs and its impact on the financial competence, B2B businesses and B2C business activities of corporate social responsibility has been to analyzed the differences factor. This allows the small and medium-sized companies effectively promote socially responsible business activities, to spread the government, corporate, NGO, and local stakeholder's CSR was to provide a new perspective.

• Journal of Food Hygiene and Safety
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• v.27 no.2
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• pp.176-181
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• 2012

Persistent accidents related to food safety and expanded international trades have urged the world to be aware of the gravity of the accidents. Accordingly many countries have tried to come up with various laws, regulations, measures, support networks and educational programs for the agenda, particularly focusing on harmonizing food safety technologies among nations and fostering professionals. Also, APEC newly organized Food Safety Cooperation Forum (FSCF) in 2007 to exert multi-dimensional efforts to improve food safety for Asia Pacific nations. Up to now, 35 activities have been promoted since 2007 and additional 20 activities are waiting for their turns for action on the list of APEC project agenda. FSCF has the objective that it helps the stakeholders in food supply chain develop their own competence in that area, thus increase international trade among nations and maintain the globe healthy by applying the highest standards and best practices for the management of food safety ranging from production to consumption. To achieve this strategic objective, APEC subsequently formed Partnership Training Institute Network (PTIN) to build up the multilateral networks of specialists from governmental agencies engaging in food safety management, industries, academia and international organizations in Asia-Pacific region. This attempt made it possible for the world to exchange their scientific and technological information concerning food safety and strengthen related education and training. Today, international cooperation is essential for food safety management. Therefore, we need to participate actively in the activities of APEC FSCF to contribute to improving food safety technologies for the member countries of APEC. We also need to connect the domestic support programs with theirs.