• Proceedings of The Korean Society of Health Promotion Conference
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• 2005.09a
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• pp.55-88
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• 2005

Healthy Japan 21의 목적은 삶의 질을 향상시킴은 물론 노동가능 인구집단의 유병률을 줄이고 건강수명을 연장시키기 위하여, 21세기 모든 일본인들이 더욱 건강하고 행복한 삶을 향유할 수 있도록 국가사업을 활성화하는 것이다. 구체적 목적은 조기사망을 예방하고 건강생활을 향상하는 것으로, Healthy Japan 21의 전략적 기획과정에서 건강수명의 연장을 실현하기 위하여 2010년까지 달성되어야 하는 구체적인 목적들이 또한 제시되었다. 조기사망을 감소시키기 위하여 사고, 암, 자살, 심장병 감소의 중요성을 인식하고 9개의 주요 목표로 영양, 신체활동, 휴식과 이완, 금연, 절주, 구강보건, 당뇨병 예방, 심혈관계질환 예방, 암 예방을 설정하였다. 흡연, 알콜, 식사 그리고 운동과 같은 생활양식은 스트레스, 비만, 고혈압과 같은 위험요인 및 질병관리와 관련이 있으며, 위험요인은 암, 심장병, 구강질환의 발생과 밀접한 관련을 갖는다. 따라서 질병의 발생을 예방하기 위해서는 건강증진과 일차예방이 강조되어야 한다. 일차예방에 중점을 두기 위해서 우리는 전통적인 질병관리의 중점사항인 정기적인 건강검진을 통해 질병 조기발견을 노력을 게을리 하지 말아야 할 것이다. 아울러 의료비 감소, 병상에 있는 사람들의 감소, 사회세의 감소도 또한 달성되어야 하는 사업의 결과로 설정되어 있다. 가장 최근의 Healthy Japan 2000(1998-99)의 평가에 따르면 목표들의 15%가 달성되었거나 초과 달성된 것으로 나타났다. 이 중 아동과 청소년의 사망률의 경우, 1-14세 아동의 사망률은 1987년부터 26%가 감소되어 2000년도 목표인 인구 100,000명단 28명의 사망을 초과 달성한 것으로 평가되었다. Healthy Japan 21의 두 가지 주요 전략은 일반 인구집단을 위한 전략과 고위험 집단을 대상으로 하는 전략으로 구성된다. 개인의 건강한 생활양식으로의 변화를 포함한 우리의 건강증진 노력은 사람 중심으로 개인의 선택을 기반으로 하고 있다. 이러한 노력을 지원하기 위하여, 각 개인이 정보를 갖은 상태에서 올바른 선택을 할 수 있도록 적당량의 올바른 정보를 제공하는 것이 필수적이다. 이와 같은 일본의 건강증진계획은 2000년 3월에 Healthy Japan 21이 설립되었으며, 2000-2002년 사이 모든 현이 자신의 사업계획을 설정하였으며, 2001-2005년에는 약 반수 정도의 지방자치단체들이 자신들의 사업계획을 확정하였다. 건강증진을 이루는 중요한 수단은 파트너 쉽에 있다. 정부조직 뿐 아니라 건강보험회사, 보건의료서비스 제공자, 교육단체, 대중매체, 사기업, 봉사단체 등을 포함한 건강분야의 조직들은 자신들의 전문적 기술들을 한데 모아 서로 협력하여야 한다. 또 하나의 중요한 수단은 건강 지지적인 환경이다. 개인의 건강증진 노력을 체계화함으로써 지지적인 환경을 조성할 수 있다. Healthy Japan 21에 대한 평가는 2005년에 중간평가가, 2010에 최종평가가 있을 예정이다. 평가결과들은 이후에 진행될 사업의 향상을 위한 기준으로 활용될 예정이다.

• Proceedings of The Korean Society of Health Promotion Conference
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• 2005.09a
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• pp.197-230
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• 2005

일본의 Soyo town에서 진행된 건강도시사업은 건강증진 프로그램 모형을 통하여 건강한 도시를 건설하겠다는 슬로건을 가지고 주민들이 참여하여 자신의 건강관리능력을 함양하고 서로의 장점을 공유하는 것을 사명으로 하고 있다. 또한 삶의 질 향상, 주관적 건강상태 향상, 삶의 만족도 향상, 정서적 유대감 향상, 수입증가 그리고 조기사망의 감소를 구체적 목적으로 설정하고 있다. 이러한 목적을 달성하게 위한 매우 실제적이며 수량화된 목표들이 설정되어 있다. 1992년에 사전조사를 실시하고 1996년과 2002년에 사후 조사를 실시하였다. 프로그램 내용과 과정에는 보건의료전문가와 시설에 대한 정비, 평가에 대한 계획, 학교를 포함한 포괄적인 보건의료시스템이 포함된다. 모든 부문은 자신들이 설정한 보건정책 결과에 대하여 모니터링을 진행하며 적절한 정책을 다시 설정하고 수량화된 목표를 설정하며 프로그램을 수행한다. 프로그램 수행의 가장 중요한 원칙은 사업의 기획, 수행, 평가 과정에 주민이 최우선적으로 참여한다는 점이다. Soyo town은 사업을 위하여 학교 및 지역 내 사조직과 협력하고 모든 사업의 기획과정에 다양한 구성원들을 참여시켰는데 이는 건강자원 개발에 있어 매우 중요하게 실천되어야 하는 문제이다. 특히 모든 Soyo town의 주민들이 참여하는 것을 원칙으로 하였다. 주민들은 건강관련 자원의 배치상태와 과학적 근거를 고려하여 효과적인 사업을 선정하는 것을 포함한 모든 사업의 과정에 참여하였다. 바람직한 생활양식을 향상시키기 위하여 식품회사, 자원단체 그리고 사회적 관계망 그리고 지역의 단체급식시설, 식당 등이 파악되었으며, 요양원, 가사도우미, 공중보건간호사, 방문간호사, 사회사업가로 구성된 보건의료 시설과 인력들이 협력하였다. 사업이 주민의 건강을 향상시켰는가와 건강향상에 사업이 효과적이었는지를 판단하기 위해서 평가가 진행되었는데, 서비스 제공자 뿐 아니라 소비자와 주민들도 평가를 수행하였다. Soyo town의 건강도시사업의 평가 결과, 조기사망률이 1988년 22.1%이 1992년 18.2%로, 1998년 15.6%로 감소하였다. 또한 주관적인 건강상태는 1988년 48%에서 1992년 67.1%로, 1998년 71.5%로 증가하였다. 전반적으로 주관적 건강상태, 사회적 관계망, 보건의료서비스에 대한 접근성은 증가하였으며, 조기사망, 의료비용은 감소하였다. 한편 보건의료부문의 질적인 향상을 가져왔으며, Soyo town은 건강한 도시의 명성을 얻게 되었다. 사업의 효과성을 향상시킨 요인은 주민 개개인들에게 사업의 기획과정에 처음부터 참여할 기회가 주어졌다는 점과 자원개발에 있어 기존자원의 재개발에 우선순위를 두었다는 점이었다. 효과적인 사업의 수행을 위하여 행정부, 주민, 건강관련 단체들은 수단과 방법에 관한 정보를 교환하는 것이 중요하다. 사업의 기획단계에 모든 이해당사자들이 참여하여 각자의 역할분담을 명확히 하는 것이 필요하며, 건강증진은 개인의 노력 뿐 아니라 사회적 환경의 개선과 자원의 개발을 통해서 달성되는 것이므로 주민들은 건강증진을 위한 환경개선을 위해 노력도 병행되어야 한다.

• Proceedings of the Korea Water Resources Association Conference
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• 2019.05a
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• pp.27-27
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• 2019

본 연구는 2019년 물관리기본법 시행과 함께 추진하는 유역물관리체제 수립과 운영에 대해 분석하고자 한다. 유역물관리는 기존의 행정체계 중심으로 추진된 물관리에서 드러난 비효율성을 극복하고 물순환에 기초하여 더욱 효율적이고 자연 친화적으로 운영하고자 하는 통합물관리의 기초이다. 유역물관리제도를 적절하게 수립하고 운영하기 위해서는 한국보다 앞서 유역물관리제도를 채택하고 운영해온 경험을 면밀하게 검토하고 장단점을 학습하여 한국 현실에 맞게 응용하는 지혜가 필요하다. 따라서 본 연구는 유역물관리제도를 성공적으로 수립하고 운영해 온 영국(잉글랜드 및 웨일스)과 프랑스 사례를 검토하여 시사점을 도출하고자 한다. 영국(잉글랜드 및 웨일스)은 1973년 유역관리청을 10개 대유역에 설치하여 유역물관리체제를 수립하고 운영하였지만 1970년대 및 1980년대 경제난을 겪으면서 관련 투자가 줄어들고 하천의 수질 악화가 지속하였으며 유역관리청과 지방정부와의 긴밀한 협조 부재로 관리의 어려움이 증가하였다. 결국, 1989년 10개의 유역관리청을 상하수도 서비스회사로 전환하고 물서비스감시청, 음용수감시국, 환경청 등의 규제기관을 수립하여 규제와 서비스를 분리한 독특한 유역물관리체제를 수립하였다. 영국의 유역물관리체제는 2000년 유럽연합물관리지침의 도입으로 10개 유역을 11개의 유역으로 재편하고 국가소통위원회, 유역소통위원회 14개, 유역파트너쉽 100개 등의 기구를 설치하여 유역거버넌스를 강화하였다. 프랑스는 1964년 새로운 물법 도입을 통해 전국을 6개 대유역으로 나누고 각 유역에 유역관리청과 유역위원회를 설치하여 본격적인 유역물관리제도를 수립하였다. 초기에는 유역관리 조직과 지방정부 간의 알력이 상당하여 수도요금에 자동부과되는 약 19%에 달하는 물세에 대한 거부감이 상당하였다. 그런데 이러한 물세가 유역관리청의 관리로 물관리 사업을 위한 펀드로 조성되고 물관리 사업 시행 시 대규모 자금을 조달할 수 있다는 실효성이 입증되면서 점차 유역관리제도가 정착할 수 있게 되었다. 프랑스는 2000년 유럽연합물관리지침의 도입으로 기존의 6개 대유역으로 관리하던 것을 13개 유역으로 재편성하였고 유역감독관 제도를 신설하여 중앙의 감독을 강화하였으며 유역관리청과 유역위원회는 더욱 강화된 거버넌스를 기반으로 효율적인 물관리를 시행하고 있다. 영국과 프랑스 사례는 한국의 유역물관리제도 수립과 운영을 위해 다음과 같은 시사점을 준다. 첫째, 2019년 시행을 앞둔 유역물관리위원회의 구성, 운영 및 역할 등에 대해서는 큰 범위에서 합의를 이뤄야 하겠지만 안정적인 운영과 사업 시행을 위해서는 긴 시간이 필요하다는 점이다. 따라서 인내심과 여유를 갖고 임하되 필요한 원칙은 면밀한 검토와 합의를 통해 세워야 할 것이다. 둘째, 거버넌스의 중요성이다. 영국 사례와 같이 이해당사자 간의 대화와 타협은 중앙정부가 주도하는 것이 아닌 유역, 지방, 도시 등에서의 이해당사자들이 함께 이룩해야 한다. 셋째, 유역관리조직을 위한 건전한 재정확보이다. 프랑스의 예와 같이 유역물관리 조직의 독립성은 재정적 독립이 근본이 되어야 하고 이것은 독립재정을 확보하여 중앙 혹은 기타 유역/지방 조직의 간섭을 피해야 한다.

• Journal of the Korean Institute of Landscape Architecture
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• v.44 no.2
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• pp.83-95
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• 2016

Strategies for parks and open spaces in the 21st century have moved from focusing on specific elements, such as quantitative growth and ecological and recreational aspects, to green infrastructure, which refers to a multi-functional network of open and green spaces offering a range of benefits. In the case of London, green infrastructure is realised as an integral part of urban infrastructure, involving physical and social infrastructure as well as practical spatial planning at the local level within statutory urban planning as part of a continuously developing green infrastructure framework with a theoretical basis. Taking this perspective, the present study looks at alterations to and developments in green infrastructure policies in the London Plan, the green grid framework as detailed in the city's strategic implementation of green infrastructure. Various trends and characteristics of the policies adopted in the London Plan and some implications are deduced, with three main results being identified. The first is a clear division of roles among the national government, Greater London Authority and borough councils, with local plans established under the guidance of the National Planning Policy Framework (NPPF) and the London Plan. Green infrastructure policies in the London Plan have been applied at a high rate in the boroughs' local plans, which leads to another, linked point. Secondly, green infrastructure policies and the green grid as an implementation framework have been consistently extended and developed through consolidating the London Plan, despite the change of government. Finally, in order to achieve the London Plan, the Mayor of London implemented policies by partnership and supporting programmes for London boroughs. Recently, the Seoul Metropolitan Authority introduced a parks and green spaces development policy, but the London case remains a good example; this is because green infrastructure policies in London were not a manifesto pledge but rather have been continuously and consistently advanced regardless of party politics and thus realised as long-term planning.

• Journal of the Korean Institute of Landscape Architecture
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• v.39 no.5
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• pp.33-47
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• 2011

One of the most fundamental jobs of contemporary government is to look into various ways of providing its citizens with the best service work. This study aims to establish a procedure through which to consign the management of city parks to private companies, thus inviting participation and satisfaction on the part of citizens. In particular, this procedure includes creating a system of selecting private managing companies, for instance, specifying standards of selection and assembling selection committees. The results of this study can be summarized as follows. First, city parks can be managed better by private companies than by local governments in terms of cost cuts, personnel training, business efficiency, and know-how accumulation. The legal background for this is found in central and local legal articles. Second, it is recommended that the selection committee be composed of 6 to 9 members, both insiders and outsiders. In addition to selecting private managing companies for contracting-out, the committee should under take the role of consulting on how to perform and revise selecting standards, so that they can continue to improve these procedures. Third, the decision on private management should be noticed in advance and be made based on standards considering each local government's condition. These standards should consider the aspects of the public good, cost saving, quality of service, managing supervision, and citizen participation. The committee's assessment takes into account both the quality and the quantity of the standards. Fourth, the contracting-out for city park management should follow the order of: announcing consignment and receiving applicants, organizing selection committees and assessing applications, selecting and contracting, midterm evaluation, and re-announcement and re-consignment. To run city parks through the contracting-out is expected to increase the number of park visitors. Additionally, private consignment will involve a participation of diverse citizenship, thus playing an important role in city parks' building of a green-culture community.

• Journal of Distribution Science
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• v.9 no.2
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• pp.49-59
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• 2011

A franchise can be said to be the main method of distribution and marketing. It appears to be the future of the retail industry and is one of the world's fastest growing businesses sectors, as many policy reports and research results have acknowledged. Korea's franchise industry began in the 1970s, spread out into many areas (including food services, retail, and the service industry), and has grown by over 10% each year ever since. The industry's influence on the national economy becomes ever greater. Although the size of the franchise industry is expected to grow as it spreads and as the government expands its support, it has not yet attracted much academic interest. Research has so far been very fragmented. The main interest has been the relationship and conflicts between the head offices and the affiliates. No study has yet occurred on whether the concepts of satisfaction and intent to conclude a contract directly affect the success or failure of the affiliates. Few studies have empirically inquired into the demographic characteristics and abilities of the affiliates that significantly affect their results. Domestic franchise industries must prepare to leap from quantitative to qualitative growth. Most important is the need for affiliate headquarters and affiliates to build confidence between them. A friendly and reliable relationship between affiliate headquarters and affiliates will eliminate distrust from the franchise and maintain a healthy franchise system. This study suggests that current and prospective heads of affiliation should concentrate not on attracting affiliates but on investment and techniques of affiliate support. They should work on the reinforcement of brand power, the appropriate affiliate business environment, systematic education/training, taking burdens off the affiliate business persons, consolidating the relationship with the affiliate business persons, marketing mix factors (e.g. products, price conditions, logistics and shipping services, promotion, supervising and supervisor, operation procedures/processes, and material evidence); these all greatly affect the success or failure of the affiliate business. Supporting the affiliates is an important factor that enhances their results and satisfaction and consequently increases the positive recommendations to others and the ratio of recurrent conclusions of contracts, which ultimately generate the growth of the franchises. In addition, it is suggested that prospective franchise founders should make every effort to choose a good head office since the characteristics of the head office greatly influence the success of the affiliates. This study is significant in that it grasps the characteristics of the head office of affiliation and of the affiliates that influence affiliate results in ways not yet academically attempted.

• Analyses & Alternatives
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• v.6 no.2
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• pp.79-115
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• 2022

This study aims to account for electoral choice in the 2020 presidential election by focusing on social identity which forms the basis for core partisan groups. Two views compete to explain the origins of polarization, policy versus party. One emphasizes policy as more influential in choosing presidential candidates. This follows the tradition of retrospective voting theory in which voters' choice rely on government performance. Incumbent president whose performance proves well are rewarded to be reelected. Policy performance is based on measures around distinctive preferences for government spending. Republican Individuals prefer individual responsibility to government support, while Democratic counterparts support government support. Another perspective put an emphasis on the role partisanship which favors in-party members and disfavors partisan out-groups. Interparty animosity plays the key role in determining electoral behavior. This study relies on the Views of the Electorate Research (VOTER) Survey which provides a panel data of several waves from 2011 to 2020. A comparative evaluation of two views highlights three findings. First, policy matters. Policy preferences of voters are the primary drives of political behavior. Electoral outcomes in 2020 turned out to be the results of policy considerations of voters. 53.7 percent of voters tilted toward individual responsibility voted for Trump, whereas 70.4 percent of those favorable views of government support than individual responsibility voted for Biden. Thus effects of policy correspond to a positive difference of 26.4 percent points. Second, partisanship effects are of similar extent in influencing electoral choice of candidates: Democrats are less likely to vote for Trump by 42.4 percent points, while Republicans are less likely to vote for Biden by 48.7 percent points. Third, animosity of Republicans toward Democrat core groups creates 26.5 percent points of favoring Trump over Biden. Democrat animosity toward Republican core groups creates a positive difference of 13.7 percent points of favoring Biden.

• Journal of Korean Society of Archives and Records Management
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• v.1 no.1
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• pp.69-94
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• 2001

The purpose of this paper is to provide an overview of the current status of the records management science education in Japan, and to examine the implications of the rapid growth of this filed while noting some of its significant issues and problems. The goal of records management science education is to improve the quality of information services and to assure an adequate supply of information professionals. Because records management science programs prepare students for a professional career, their curricula must encompass elements of both education and practical training. This is often expressed as a contrast between theory and practice. The confluence of the social, economic and technological realities of the environment where the learning takes place affects both. This paper reviews the historical background and current trends of records management science education in Japan. It also analyzes the various types of curriculum and the teaching staff of these institutions, with focus on the status of the undergraduate program at Surugadai University, the first comprehensive, university level program in Japan. The Faculty of Cultural Information Resources, Surugadai University, a new school toward an integrated information disciplines, was opened in 1994, to explore the theory and practice of the management diverse cultural information resources. Its purpose was to stimulate and promote research in additional fields of information science by offering professional training in archival science, records management, and museum curatorship, as well as librarianship. In 1999, the school introduced a master program, the first in Japan. The Faculty has two departments and each of them has two courses; Department of Sensory Information Resources Management; -Sound and Audiovisual Information Management, -Landscape and Tourism Information Management, Department of Knowledge Information Resources Management; -Library and Information Management, -Records and Archives Management The structure of the entire curriculum is also organized in stages from the time of entrance through basic instruction and onwards. Orientation subjects which a student takes immediately upon entering university is an introduction to specialized education, in which he learns the basic methods of university education and study, During his first and second years, he arranges Basic and Core courses as essential steps towards specialization at university. For this purpose, the courses offer a wide variety of study topics. The number of courses offered, including these, amounts to approximately 150. While from his third year onwards, he begins specific courses that apply to his major field, and in a gradual accumulation of seminar classes and practical training, puts his knowledge grained to practical use. Courses pertaining to these departments are offered to students beginning their second year. However, there is no impenetrable wall between the two departments, and there are only minor differences with regard requirements for graduation. Students may select third or fourth year seminars regardless of the department to which they belong. To be awarded a B.A. in Cultural Information Resources, the student is required to earn 34 credits in Basic Courses(such as, Social History of Cultural Information, Cultural Anthropology, History of Science, Behavioral Sciences, Communication, etc.), 16 credits in Foreign Languages(including 10 in English), 14 credits on Information Processing(including both theory and practice), and 60 credits in the courses for his or her major. Finally, several of the issues and problems currently facing records management science education in Japan are briefly summarized below; -Integration and Incorporation of related areas and similar programs, -Curriculum Improvement, -Insufficient of Textbooks, -Lack of qualified Teachers, -Problems of the employment of Graduates. As we moved toward more sophisticated, integrated, multimedia information services, information professionals will need to work more closely with colleagues in other specialties. It will become essential to the survival of the information professions for librarians to work with archivists, record managers and museum curators. Managing the changes in our increasingly information-intensive society demands strong coalitions among everyone in cultural Institutions. To provide our future colleagues with these competencies will require building and strengthening partnerships within and across the information professions and across national borders.

• Journal of Distribution Science
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• v.9 no.1
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• pp.17-27
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• 2011

As the world becomes more globalized, business competition becomes fiercer, while consumers' needs for less expensive quality products are on the increase. Business operations make an effort to secure a competitive edge in costs and services, and the logistics industry, that is, the industry operating the storing and transporting of goods, once thought to be an expense, begins to be considered as the third cash cow, a source of new income. Logistics centers are central to storage, loading and unloading of deliveries, packaging operations, and dispensing goods' information. As hubs for various deliveries, they also serve as a core infrastructure to smoothly coordinate manufacturing and selling, using varied information and operation systems. Logistics centers are increasingly on the rise as centers of business supply activities, growing beyond their previous role of primarily storing goods. They are no longer just facilities; they have become logistics strongholds that encompass various features from demand forecast to the regulation of supply, manufacturing, and sales by realizing SCM, taking into account marketability and the operation of service and products. However, despite these changes in logistics operations, some centers have been unable to shed their past roles as warehouses. For the continuous development of logistics centers, various measures would be needed, including a revision of current supporting policies, formulating effective management plans, and establishing systematic standards for founding, managing, and controlling logistics centers. To this end, the research explored previous studies on the use and effectiveness of logistics centers. From a theoretical perspective, an evaluation of the overall introduction, purposes, and transitions in the use of logistics centers found issues to ponder and suggested measures to promote and further advance logistics centers. First, a fact-finding survey to establish demand forecast and standardization is needed. As logistics newspapers predicted that after 2012 supply would exceed demand, causing rents to fall, the business environment for logistics centers has faltered. However, since there is a shortage of fact-finding surveys regarding actual demand for domestic logistic centers, it is hard to predict what the future holds for this industry. Accordingly, the first priority should be to get to the essence of the current market situation by conducting accurate domestic and international fact-finding surveys. Based on those, management and evaluation indicators should be developed to build the foundation for the consistent advancement of logistics centers. Second, many policies for logistics centers should be revised or developed. Above all, a guideline for fair trade between a shipper and a commercial logistics center should be enacted. Since there are no standards for fair trade between them, rampant unfair trades according to market practices have brought chaos to market orders, and now the logistics industry is confronting its own difficulties. Therefore, unfair trade cases that currently plague logistics centers should be gathered by the industry and fair trade guidelines should be established and implemented. In addition, restrictive employment regulations for foreign workers should be eased, and logistics centers should be charged industry rates for the use of electricity. Third, various measures should be taken to improve the management environment. First, we need to find out how to activate value-added logistics. Because the traditional purpose of logistics centers was storage and loading/unloading of goods, their profitability had a limit, and the need arose to find a new angle to create a value added service. Logistic centers have been perceived as support for a company's storage, manufacturing, and sales needs, not as creators of profits. The center's role in the company's economics has been lowering costs. However, as the logistics' management environment spiraled, along with its storage purpose, developing a new feature of profit creation should be a desirable goal, and to achieve that, value added logistics should be promoted. Logistics centers can also be improved through cost estimation. In the meantime, they have achieved some strides in facility development but have still fallen behind in others, particularly in management functioning. Lax management has been rampant because the industry has not developed a concept of cost estimation. The centers have since made an effort toward unification, standardization, and informatization while realizing cost reductions by establishing systems for effective management, but it has been hard to produce profits. Thus, there is an urgent need to estimate costs by determining a basic cost range for each division of work at logistics centers. This undertaking can be the first step to improving the ineffective aspects of how they operate. Ongoing research and constant efforts have been made to improve the level of effectiveness in the manufacturing industry, but studies on resource management in logistics centers are hardly enough. Thus, a plan to calculate the optimal level of resources necessary to operate a logistics center should be developed and implemented in management behavior, for example, by standardizing the hours of operation. If logistics centers, shippers, related trade groups, academic figures, and other experts could launch a committee to work with the government and maintain an ongoing relationship, the constraint and cooperation among members would help lead to coherent development plans for logistics centers. If the government continues its efforts to provide financial support, nurture professional workers, and maintain safety management, we can anticipate the continuous advancement of logistics centers.