• Asia pacific journal of information systems
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• v.16 no.3
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• pp.1-27
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• 2006

In supply chains, collaboration between buyer and supplier can improve firms' ability of supply chains to their objectives and competitive advantages. A key factor in collaboration in supply chain is to identify buyer relationships and supply relationships as antecedents of the factor collaboration. We analyzed data collected from buyers and suppliers sampled from a mobile networks industry in Korea and found that the level of collaboration comes from strong relationships between two parties and the collaboration enhances the supply chain performances. However, buyer relationships and supplier relationships have indirect impacts on trading partners' performance through collaboration whereas both have direct impacts on one's performance. Therefore to enhance supply chain performances, supplier's operational efficiency and buyer satisfaction, firms of buyers and suppliers should consider pursuing practical and substantial collaboration along with buyer-supplier relationships.

• Journal of Korean Society for Quality Management
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• v.35 no.1
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• pp.81-96
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• 2007

In this study, we conduct an empirical study to investigate the impact of the interdependence and trust between supplier and buyer on both their collaboration and supplier performance in automobile industry supply chain. The result shows that there is a positive relationship between the supplier's dependence and trust on the buyer and their collaboration. Moreover, it shows that supplier's dependence and trust on the buyer affects supplier performance through collaboration as a mediating effect. Therefore it is very important to notice that supplier and buyer in automobile industry should try to have a good collaborative relationship together in order to improve supplier performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.12
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• pp.7025-7039
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• 2014

Focal companies (hereafter called buyers) adopt outsourcing practices from a supply chain management strategy to be competitive. Buyers face the bridge transfer after outsourcing contracts, and the monitoring practices would be the only control mechanism left to prevent losing control over the suppliers. This study suggests the set of monitoring practices (i.e., capability, activity and outcome monitoring) as the independent variables to enhance the buyer-supplier collaboration and supplier's performance. In addition the buyer's efforts of monitoring are assumed to influence the buyer's shop floor productivity mediated by the supplier's performance and buyer-supplier collaboration. The results showed that the monitoring practices are meaningful antecedents to the supplier's performance and buyer-supplier collaboration, which fully mediates between the monitoring practices and buyer's shop floor productivity. The mediating role of the buyer-supplier collaboration between activity monitoring and shop floor productive has been rejected, because the negative effect of activity monitoring on buyer-supplier collaboration conflicts with the positive impact of buyer-supplier collaboration on shop floor productive. The theoretical contribution and managerial implications with limitations have been discussed.

• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.3
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• pp.73-95
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• 2015

Firms have reexamined and restructured their supply chain based on a long-term and partnership perspective as a firm's competitive advantage increasingly relies on its supply chain capability. A number of scholar works has provided evidence to support the positive effects of supply chain collaboration; however, the relationship between collaboration and performance is still inconclusive. This study refuses to have blinded faith on supply chain collaboration, but rather this paper suggests that the contribution of collaboration to supply chain performance improvement can be limited and vary along the contextual characteristics of a buyer-supplier relationship. Moreover, we argue that the relationship between supply chain collaboration and performance can be curvilinear. This paper provides and test hypotheses regarding the relationship between supply chain collaboration and performance. By using data of the Manufacturing Panel Survey (MPS), this study empirically validates the hypotheses. Overall, the results of the study support our hypotheses about a limited contribution of supply chain collaboration to manufacturing performance, which is opposite to a conventional expectation. Particularly, the effects of supply chain collaboration differ depending on the dimensions of performance such as customer satisfaction, quality, cost, delivery, and flexibility as well as the dependency in the buyer-supplier relationship. Moreover, the results of the study indicate that supply chain collaboration and performance may have curvilinear relationships in a certain context. Through a comprehensive model and empirical evidence, this study presents a better understanding of supply chain collaboration and provokes an open discussion about the effects of collaboration. This study also provides insightful implications for managers of buyers as well as suppliers who wish to foster stronger supply chain performance via a deep buyer-supplier relationship and collaboration.

• Journal of Korean Society for Quality Management
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• v.50 no.2
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• pp.221-233
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• 2022

Purpose: This study investigates how the salespersons behave in coordinating the multiple communication channels during supplier integration (SI) for new product development (NPD), especially when their engineers directly collaborate with the buyer. Methods: This study conducted a qualitative study to explore the dynamics of the supplier's salespersons during SI for NPD. With the support of a consumer goods manufacturer (focal firm) in South Korea, we interviewed several managers, including purchasing and engineering, from the focal firm and salespersons from eight tier-1 suppliers of the focal firm. Results: The results found that the supplier's salespersons show two different behaviors toward managing and controlling the collaboration between their engineers and the buyer: (1) Process regulating behaviors that control the flows of information or communication between the engineers and the buyer, and (2) knowledge regulating behaviors that directly and indirectly support the engineers to be equipped with accurate and complete knowledge so that they can share the right knowledge with the buyer. Conclusion: This study contributes to academia and practitioners as follows. To academia, this study fill the gap in the literature by introducing the distinct behaviors of the supplier's salesperson in SI for NPD. To practitioner, in addition, our findings present coordination mechanisms to manage and control multiple communications within an inter-organizational collaboration.

• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.1
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• pp.69-84
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• 2011

In this study, based on the principal-agent paradigm, we investigate a joint cost reduction activity in a buyer-supplier supply chain where a buyer motivates its operations department and a supplier to reduce the supply chain's production cost. We construct a benefit-sharing model based on the target cost scheme, a basic philosophy in practice which has not been explored in previous studies. The model also incorporates various supply chain issues such as the cooperation of multiple agents, the opportunity loss, and the degree of strategic relationship between the buyer and the supplier. Based on the analysis of the principal-agent model, we investigate the benefit-sharing rule to control agents' actions, and we also provide important managerial implications into supply chain practices via extensive comparative static analyses.

• Korean Management Science Review
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• v.25 no.1
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• pp.11-27
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• 2008

Through collaboration between buyers and suppliers, their companies try to achieve their own objectives and competitive advantages. And it is known that trust between them also would influence the effects of collaboration, which would increase their performances. In this study, above three domains of constructs : trust, collaborative behavior, performance are handled. From gathering data about a mobile networks industry and building a research model, we acquire the results of the study. Through nine hypotheses, the study show the results. The end of this paper describes managerial implications for collaborative performance and SCM strategy.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.3
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• pp.85-104
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• 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 Technology Innovation
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• v.23 no.3
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• pp.397-432
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• 2015

This paper investigates the effects of technology collaboration between the main supplier and buyer on buyer's new product development under dynamic environment. Based on 428 Korean manufacturing firms, we conducted regression analysis. The technology collaboration between the main supplier and buyer is adopted as a independent variable and quality, cost and lead time performance of new product development projects are used as dependents variables. Environment dynamic is also used as a moderate variables. We found that the in general, technology collaboration is positively associated with the performance of buyers' new product development, but in the high degree of dynamic environment, technology collaboration is negatively associated with the performance of buyers' new product development unlike our expectation. Thus, we divide our sample into two groups; shipbuilding industry with the low degree of environment dynamic and electronic and IT device industry with the high degree of environment dynamic and conducted a post hoc analysis. As a result, in ship building industry, the technology collaboration is significant to improve NPD projects performance, while in electronic and IT device industry, the technology collaboration with a main supplier is not significant as well as coefficient is negative. In that, under the highly dynamic condition with the fast change of technology and products obsolescence the NPD collaboration with the main supplier does not works unlike a stable environment. This implies that the NPD attributes of buyer are different by their environmental factor and the fit between given environmental feature and the collaboration synergy is critical factor for improving the effect of NPD collaboration between supplier and buyer.

• Journal of Technology Innovation
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• v.23 no.3
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• pp.255-286
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• 2015

This study focuses on the role of supplier's organizational learning capacity in creating the outcomes of technological innovation based on buyer-supplier collaboration. In doing so, the study is carried out through mediating effect analysis using 221 small and medium enterprises among Korean manufacturers. As a result of empirical tests, buyer's indirect supports(knowledge, know-how, value, information sharing) have significant and positive effects on the outcomes of technological innovation, whereas direct supports(technical staff support, machine tools and test equipments support, education for facility utilization) show no statistical significance. In addition, a further test for mediation effects reveals that a full mediation exists between supplier learning capacity and buyer's direct support, while there is a partial medication effect for buyer's indirect support. The findings suggest that buyer's indirect support can take on more important role to enhance the outcomes of supplier's technological innovation.