• Journal of Navigation and Port Research
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• v.38 no.3
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• pp.317-325
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• 2014

The government of South Korea has introduced various security measures in the supply chain, such as CSI (including a 24-hour rule) and AEO (Authorized Economic Operator), in compliance with global security trends and the war on terror. However, many participants in the import and export process are still unfamiliar with the purposes and functions of CSI, the 24-hour rule, and AEO. As such, considering these risks as obstacles or as factors that interfere with the import and export process, this study suggests proper management schemes, which can identify, measure and evaluate these risks.

• Fashion & Textile Research Journal
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• v.24 no.2
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• pp.206-216
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• 2022

This study sought to examine the sustainability criteria found in the global sourcing practices of global fashion retailers. Sustainable supply chain management, with a particular focus on the sustainability criteria of global sourcing, was analyzed. This qualitative study was based on a focus group interview and corporate social responsibility (CSR) annual reports. Eight master categories, 18 middle categories, and 37 bottom categories were extracted. The key categories and their middle categories were as follows: (1) Social compliance (working conditions, employment, safety); (2) Environment concerns (environmental pollution management, eco-friendly production, supply chain environment); (3) Energy efficiency (energy saving program, store environment); (4) Consumer protection (restricted substances management, consumer product safety improvement); (5) Management system (code of conduct, triangle audit system); (6) Community social activities (local community service, voluntary activities, charitable activities); (7) External stakeholder engagement (media & non-governmental organization management, maintenance of relationship with local authority); (8) Brand protection (respect for companies' intellectual property). The findings of this study offer academically significant insights into the sustainability criteria that can be encountered by companies under diverse global sourcing scenarios, revealing that global sourcing by fashion retailers is not merely a means of reducing costs, but a way of generating new jobs and making a social contribution to developing countries. The study's findings also have practical significance, offering guidelines for general CSR activities in the global sourcing process.

• Journal of the Korean Data Analysis Society
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• v.20 no.6
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• pp.3087-3099
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• 2018

Due to the constant changes of companies' global networks, the expansion of global e-commerce as well as the market-oriented global supply chain management, global enterprises are strategically selecting and entering into viable countries able to become global footholds. Therefore, this study aims to scrutinize the trend of changes in the global networks of Korean companies by analyzing the current overseas countries over the past decade. From the analysis, it has been found that there is a significant difference in the priorities of targeting countries among shipping, manufacturing and logistics companies. Logistics companies preferred to enter Germany first while they attached to a lower priority to Singapore. Manufacturing companies had a lower priority to advance to India, while they preferred to advance to Mexico; however, shipping companies were analyzed to prefer to enter the US. In addition, all of these companies identified the importance of securing volume and network by entering overseas markets to achieve economies of scale and scope and to maintain global competitiveness. Joint overseas expansion of manufacturers with shipping and logistics companies can be recommended to facilitate the entry and thus, enhance global competitiveness and service capabilities and also secure new growth engines.

• Journal of Distribution Research
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• v.15 no.5
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• pp.19-35
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• 2010

In recently, the globalization of business and the competitive pressure have led to the growing strategic importance of the logistics function within the organization. All organizations are approaching 3PL(Third party logistics : 3PL) services to manage their logistics activities to gain competitive advantages. This has placed a number of demands on the logistics system and has become a rapidly developing area of investigation. Thus the research objective is to examine the effects of 3PL service qualities, trust and commitment on logistics performance. The results shows that visibility and expertise of the 3PL service quality elements positively affected shipper's trust. And availability, visibility and communication of the 3PL service quality elements positively affected shipper's commitment. In addition, the trust and commitment of shipper's company on the 3PL corporation positively affected logistics performance.

• Journal of Venture Innovation
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• v.7 no.1
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• pp.167-182
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• 2024

The aim of this study is to empirically explore the operational spillover effect among companies within chaebol groups, prominent corporate conglomerates in South Korea. Chaebols are known for their horizontal and vertical integration, fostering close collaboration among their constituent companies from a supply chain standpoint. Existing literature highlights the sharing of tangible and intangible resources within chaebol structures, leading to increased efficiency by minimizing transaction costs through resource sharing. This research investigates whether operational management performance within chaebol structures can be transmitted through cooperative resource utilization. To achieve this objective, we categorize leading companies and affiliate companies within chaebols and examine whether the operational management performance of leading companies significantly influences that of affiliate companies. Data on conglomerates, as defined by the Korea Fair Trade Commission, were collected, along with information on companies within these groups. Subsequently, the company with the highest revenue within each group was identified as the leading company, while the remaining companies were designated as affiliate companies. Our analysis reveals a significant positive relationship between the performance of inventory and facility resource management of leading companies and that of affiliate companies. This study sheds light on the transfer of operational management performance within conglomerates from a managerial perspective, underscoring the importance of reinforcing cooperation systems within the chaebol group. Furthermore, this research contributes to the academic discourse by delineating conglomerates from an operational management perspective and empirically demonstrating the transfer effect of operational management performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.7
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• pp.448-466
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• 2019

Today, companies are increasingly focused on SCM (Supply Chain Management) as a means for cost-cutting and efficient operation. The company's ultimate objective is to win and maintain a sustained dominant position in the uncertainties of the global environment and future competitiveness. In this respect, this study examined the effects of management strategy, collaboration process and SCM integration on corporate performance in small and midsize parts manufacturers. The results of empirical analysis are summarized as follows. Management strategy, collaboration process and SCM integration had positive effects on corporate performance in domestic small and midsize parts manufacturers, and all hypotheses were supported. Consequently, it can be confirmed that quality, cost and flexibility for management strategy, and strategic objective perception, support policy, problem solution and knowledge information sharing for delivery and collaboration as small and midsize parts manufacturers are mechanisms for improving quality reliability, decreasing cost, delivery obedience and information system operation of SCM integration, and boosting corporate quantitative and qualitative performance.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.13 no.6
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• pp.143-154
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• 2018

This study is intended to look into the effects of SCM(supply chain management) competency and process improvement on operational performance in small and venture companies. To achieve this, a survey was empirically carried out to 179 small and venture manufacturing companies. The findings showed that the SCM competency had a significant effect on the process improvement and operational performance in small and venture companies, adopting all hypotheses. And the process improvement had a significant mediating effect on the relationship between SCM competency and operational performance in small and venture companies, adopting hypothesis 4. As for the findings, strategic alliance, technology development, competency concentration as SCM competencies and starting preparation, detailed planning, implementation management as process improvements were factors that have positive effects on quality performance, cost reduction and profit increase as operational performances in small and venture companies. In other words, the better process and performance by the maximized SCM competencies require selective input strategies for strategic alliance, technology development and competency concentration in small and venture companies. And for its early application and settlement, the starting preparation and detailed planning of business process within small and venture companies need to be jointly put in action under clear company-wide goal management. Consequently, the expected performance can be maximized when strict management and implementation lead to these attributes.

• Journal of Distribution Science
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• v.11 no.12
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.