• Journal of Distribution Science
• /
• v.22 no.12
• /
• pp.97-110
• /
• 2024

Purpose: This literature review investigates the interplay between Environmental Management Accounting (EMA), distribution innovation, and logistics optimization in supply chain management, examining their combined impact on environmental and financial performance. Specifically, this study aims to explore the integration of EMA practices into financial performance analysis, focusing on distribution innovation, logistics optimization, and supply chain sustainability. Research design, data and methodology: A comprehensive literature review approach was employed, analyzing existing research from diverse sources, including peer-reviewed journals, books, and academic libraries. This methodology identified key themes, challenges, and best practices in EMA, distribution innovation, logistics management, and supply chain sustainability. Results: The study revealed significant improvements in organizations adopting EMA practices, enhanced by distribution innovation and logistics optimization. Key findings include enhanced environmental sustainability performance, improved financial performance, better alignment of environmental and financial goals, increased transparency and reporting, and improved supply chain sustainability. Conclusion: Integrating EMA practices into financial performance analysis, focusing on distribution innovation and logistics optimization, is crucial for achieving balanced environmental and financial goals. A strategic approach prioritizing accurate measurement, strategic alignment, and transparent reporting is essential for logistics operations. By adopting EMA practices, organizations can enhance sustainability performance, financial performance, and supply chain resilience.

• The Journal of Asian Finance, Economics and Business
• /
• v.10 no.1
• /
• pp.9-17
• /
• 2023

The study attempted to answer the questions related to the expected effects of supply chain management variables which include: Partnership with Suppliers (PS), Relationships with Customers (RC), Quality of Information Exchange (QIE), and Postponement (P), as independent variables, total quality management (TQM) as a dependents variable, and just in time (JIT) as a mediator variable. The study relies on the descriptive approach by conducting an empirical study on commercial companies in Riyadh Governorate in the Kingdom of Saudi Arabia. Through the methods of descriptive and analytical statistics represented in exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and structural equation modeling (SEM)), using the AMOS and SPSS programs, the results of the applied study indicated that: There is an effect of supply chain management variables (quality of information exchange, Postponement) on just in time (JIT), there is no effect of the supply chain variables (relationship with customers, partnership with suppliers) on just in time (JIT), there is an indirect effect of the quality of information exchange, Postponement, partnership with suppliers, the relationship with customers on total quality management (TQM), relationship with customers affect on total quality management (TQM) indirectly, just in time (JIT) does not affect total quality management (TQM)

• Journal of Korean Society of Industrial and Systems Engineering
• /
• v.47 no.1
• /
• pp.51-59
• /
• 2024

Recently, ESG management has become a global trend, receiving increasing attention from stakeholders such as consumers, investors, and governments, as regulations related to ESG disclosure and supply chain due diligence have been strengthened since the United Nations Principles of Responsible Investment (UN PRI) was announced in 2006. ESG is an acronym for the environment (E), social (S), and governance (G) and is accepted as a key factor for the continuous survival and growth of a company. As a result, there are over 600 ESG management evaluation indicators operated domestically and internationally, and numerous global initiatives have emerged. Korea's Ministry of Trade, Industry and Energy also announced "K-ESG Guidelines (December 2011)" and "K-ESG Guidelines for Supply Chain Response (December 22)" to help SMEs introduce ESG management and respond to supply chain due diligence. However, small-scale manufacturing companies with poor financial, human resources, and technological capabilities face significant challenges in introducing ESG management. Accordingly, this study aims to examine the current status of ESG management adoption in small-scale manufacturing companies with less than 150 people in Korea and propose activation plan ESG management based on the diagnostic requirements of the "Supply Chain Response K-ESG Guidelines."

• Agribusiness and Information Management
• /
• v.9 no.1
• /
• pp.1-6
• /
• 2017

Recent scandals of milk additives in several developing countries provoked controversy about quality issue of dairy products, grapping academic attention to the dairy supply chain. In this paper, we first focus on moral hazard problem of self-interested entities about the quality across the dairy supply chain, due to unobservable and unverifiable quality management efforts of all entities - including dairy producers, stations, and a final producer - and high inspection cost for the quality. Based on the identified moral hazard problem, we understand why the adoption of IoT-based tracking systems about quality produced from each entity is a must, different from RFID-based tracking systems.

• Korean Management Science Review
• /
• v.14 no.1
• /
• pp.151-176
• /
• 1997

This study addresses strategic issues related to the question of" how can a supply chain become more competivity\ulcorner" We examine several cases of manufacturing supply chains. Results show that each constituent firm is required to maintain different manufacturing capabilities and to play different roles by its position (up/mid/down-stream) in a chain. Furthermore, there are patterns of required capabilities by the positions in a chain. These findings imply that the "position in a chain" should be treated as one of the strategic factors when discussing the buyer-seller relationship. It is also shown that different action programs are required for building different manufacturing capabilities of individual firms in a supply chain. Additionally, we argue that some programs need to be done simultaneously, by all the members of the chain, while some need to be carried out by only a small group or an individual firm. Finally, we propose a direction for a theoretical framework for analyzing supply chain structures and strategies.ures and strategies.

• Journal of Korea Technology Innovation Society
• /
• v.8 no.spc1
• /
• pp.360-390
• /
• 2005

The paradigm of the corporate innovations has been changed from the intra-company innovations to the inter-company innovations. A prevalent approach to the inter-company innovations is the supply chain management. Three key words of the core concept of supply chain management are the long-term relationship, resource integration, and value creation. Specifically, it means that the supply chain management aims to make value creation through the resource integration for the supply chain entities, based on the long-term relationship between buyers and sellers. To make more effective long-term relationship among the supply chain entities, it is very important for the supply chain entities to analyze followings: i) What variables can influence the long-term relationship, ii) How these variables can influence to the long-term relationship. However, previous researches mostly deals the long-term relationship in the marketing area in fragment, and thus few research efforts have been done for the development of conceptual model using supply chain management theories. In contrast to previous studies, our research tried to develop and examine the integrative research model by introducing both the marketing theories and the supply chain management theories, and thus related hypotheses are derived. A multiple regression analysis was performed to examine the influence of the antecedents of the long-term relationship, for the 87 retailers of grocery supply chains. The empirical results confirm that cultural similarity, reputation, interdependency, and trust positively influence long-term relationship (i.e., partnership orientation and partnership symmetry). And results also confirm that the supply implementation factors such as organization integration, information system integration, and process integration playa moderating role between antecedents and long-term relationship. These findings suggest that companies should perceive the importance of managing the process, organization, information system integration in the long-term relationship implementation process as well as the factors such as cultural similarity, reputation, interdependency, and trust in the long-term relationship establishment process.

• Korean small business review
• /
• v.43 no.2
• /
• pp.1-30
• /
• 2021

This study is to analyze the relationship between supply chain resilience antecedent factors, supply chain resilience and business performance. Supply chain integration, risk management activity, and visibility were selected as the preceding factors of supply chain resilience, and the effect of these factors on agility and robustness as supply chain resilience, and the effects of agility and robustness factors on corporate management performance are studied. To this end, a survey was conducted on Korean manufacturing companies, and a total of 124 questionnaires were used for the study. As a result of the testing of the research hypothesis, supply chain integration, risk management activity, and visibility have a positive (+) significant effect on agility and robustness. In addition, agility had a positive (+) effect on corporate management performance. But robustness had a positive (+) effect on corporate management performance, but not significant. In order for manufacturing companies to secure supply chain resilience through such research hypothesis testing, it is necessary to secure supply chain integration, risk management activity, and visibility capabilities. It was confirmed that agility and visibility capability can be linked to corporate management performance. In addition, the overall relationship structure between the preceding factors of supply chain resilience, supply chain resilience, and business performance was presented.

• Korean Management Science Review
• /
• v.30 no.1
• /
• pp.25-41
• /
• 2013

This paper presents a supply chain framework with the ODM (Original Design Manufacturing)-OEM (Original Equipment Manufacturing) hybrid production of textile industry in FTA (Free Trade Agreements) environments between Korea and other countries. The proposed supply chain framework with ODM-OEM hybrid production is a unique supply chain that has both domestic production with non-tariff advantages in FTA environment and oversea production with low labor costs. To investigate the validity of the proposed supply chain, we first construct its strategic profit model and supply chain planning and then show that each member of supply chain network-yarn manufacturer, fabric manufacturer, and apparel manufacturer-can maximize their own profits without conflicts among the members. The efficiency of the ODM-OEM hybrid production system is analytically verified in comparison with the general OEM and ODM production model using profit models. Comprehensive numerical examples are provided to illustrate the advantages of the proposed system.

• International Commerce and Information Review
• /
• v.1 no.1
• /
• pp.11-32
• /
• 1999

최근 물류분야의 학자들과 실무자들이 물류혁신의 한 기법으로 자주 거론하는 공급사슬관리(Supply Chain Management: SCM)의 정확한 개념은 무엇인가? 기존의 여러 문헌과 물류실무를 검토한 결과 특정한 공급사슬내의 조직내부 또는 조직간에는 일정한 수준의 경영활동 및 업무절차의 조정의 필요한 것으로 인식되고 있다. 본 연구에서는 향후 공급사슬관리와 관련된 의사결정에 도움을 줄 수 있는 개념적 모델을 제시하고, 이를 토대로 한국기업의 물류혁신을 위한 시사정과 앞으로의 연구과제에 대해 알아보고 있다.

• IE interfaces
• /
• v.13 no.3
• /
• pp.358-377
• /
• 2000

A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. SCM(Supp1y Chain Management), by definition, encompasses all activities associated with moving goods, from the raw materials stage through to the end user. It includes source and procurement, production scheduling, order processing, inventory management, transportation, warehousing, and customer service. Importantly, it encompasses the information systems used to monitor these activities. In this paper, the present situation and problems of marketing process in Korean agricultural environments were reviewed through a systematic methodology, and then we proposed a new business process for solving these problems by appling a supply chain management. We expect this supply chain management system applied to agricultural marketing process can improve significantly the rationality and transparency of Korean agricultural marketing structure.