• Journal of the Korean Society of Manufacturing Technology Engineers
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• v.19 no.3
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• pp.19-25
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• 2010

• Journal of the Korean Society of Manufacturing Technology Engineers
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• v.19 no.3
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• pp.11-18
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• 2010

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2003.05a
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• pp.28-35
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• 2003

자동차 부품기업은 재료비의 비중이 제조원가의 $70\%$이상 차지할 정도로 부품자재의 조달과 공급이 중요한 영역이며, 완성차를 제조하기 위한 공급망관리에 있어서 필수적인 분야라고 할 수 있다. 본 연구는 국내 자동차부품기업을 대상으로 공급망관리(SCM) 기능이 요구되는 부품조달 및 공급을 위한 자동차 부품업체간의 전자상거래를 활성화하기 위한 목적으로 전자조달(e-Procurement) 기업정보포탈(EIP) 시스템의 프로토타입 을 제안하였다. 제안된 e-Procurement EIP 시스템은 완성차 제조를 위하여 부품을 공급하는 1자 공급업체를 중심으로 2차 공급업체와의 부자재 및 MRO, 소모성 자재를 중심으로 하고 있으며 정보의 통합화를 위하여 중소기업간의 협업 프로세스의 개선, 안전한 XML 전자문서의 교환, 구매 일정관리 및 커뮤니티 형성, 부가서비스 기능 둠을 제공함으로써 부품기업간의 효율적인 협업체제 구죽 및 업무 신속성과 업무처리비용을 절감할 수 있다.

• 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.

• The Journal of Society for e-Business Studies
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• v.16 no.3
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• pp.169-190
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• 2011

The growth rates of manufacturer M, the domestic market leader in the infant formula and dairy industry, has slowed because of the market reduction which is caused by the falling birth rates, the increasing growth in import of foreign~made infant formula and fierce competition with other rivals in domestic market. In this situation, they find a way to make new opportunities of service innovation by using 'Open Collaboration Innovation Methodology(OCIM)'. As s result, they can provide their customers with the differentiated service which is created by collaborating with the external partners, exchanging the value each other and connecting the accumulated internal capabilities to the external resources. This study focused on the application of the Open Collaboration Innovation Methodology which is used to the manufacturer M's servicitization. Also it is described in the direction of forth study based on the limits that occurred when the M company use the methodology and the matters that have to be considered when other companies apply the methodology.

• Ingenium
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• v.10 no.4
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• pp.62-68
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• 2003

• Proceedings of the Korea Society for Industrial Systems Conference
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• 1998.10a
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• pp.713-730
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• 1998

• Proceedings of the Korean DIstribution Association Conference
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• 2002.09a
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• pp.31-37
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• 2002

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.20 no.1
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• pp.1-9
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• 2020

In highly complex EPC(engineering, procurement, construction)-based manufacturing processes such as shipbuilding and marine plants, it is essential to prepare a way to enable organic working at the site referring to each other's detailed working data for collaboration between partner companies. However, companies cannot share the progress of the sites including working information in real-time due to the use of SW unique to each company and the complex site management system. As a result, the construction process is delayed, and resources are used inefficiently. This study developed a neutral data generation algorithm that can apply the working information in various file formats to a collaborative manufacturing process. In addition, this study verified the accuracy of the algorithm by applying the developed algorithm to the manufacturing process of piping in shipbuilding and marine plants, developing the SW for visualization of working information using the generated neutral data, and comparing the coordinate, shape & dimension and the kind, number, and spec. of BOM. The result confirmed that the accuracy of the coordinate of the neutral data was 99%, and that of the shape & dimension of the neutral data and BOM Spec. was both 100%. It is thought that this study can be used for overcoming the restrictions in information sharing due to the development of informatization at companies and maximizing the share of working file information in a complex manufacturing process.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.21 no.10
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• pp.558-566
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• 2020

New Product Development (NPD) is essential for companies' survival, and continuous growth in the rapidly changing, convergence and business environment, and companies need to collaborate with their internal and external partners to improve performance in NPD. This research examined the integrated relationship between NPD (Cross-functional collaboration, and supplier collaboration) and collaborative communication (formality and reciprocal feedback) on corporate performance. The employees who worked in manufacturing for more than one year with experience in NPD were tested. The reliability and feasibility were assessed using the sample 272 data. The results are summarized as follows. First, cross-functional collaboration and supplier collaboration, which are the factors of NPD collaboration, had a significant positive effect on formality. Second, formality and reciprocal feedback had a significant positive effect on reciprocal feedback and corporate performance. Therefore, for successful NPD, manufacturing companies need to establish efficient management strategies and communicate officially and reciprocally to maximize productivity and efficiency based on the reciprocal partnership between suppliers. To accomplish this, companies need to plan effective communication strategies to respond quickly to internal and external partners' needs.