• Korean Management Science Review
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• v.24 no.1
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• pp.45-62
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• 2007

We aim to explain the role of corporate's 'long-term orientation' and 'asset specificity' in the process of SCM(Supply Chain Management) practices' effect on SCM performances, with empirical study about 167 manufacturing companies ail over the country. With confirmatory factor analysis and structural equation model using AMOS program, we conclude long-term orientation and asset specificity act as 'infra-structural role', rather than 'Intermediate role', in the process of SCM practice's effect on SCM performances.

• The Journal of Information Systems
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• v.14 no.3
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• pp.31-36
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• 2005

Firms seldom survive and prosper solely through their individual efforts. Each firm's performance depends upon the activities and performance of others and hence upon the nature and quality of the direct and indirect relationships a firm develops with its counterparts. Textile companies have tried to improve their organizational competitiveness in order to survive in the digital age global market. The challenge in textile supply chain management is the development of collaboration network which accommodates diverse concerns of various participants while explicitly recognizing interdependencies and promoting effective relationship management. Major contents of the study are as follows. First, ideal collaboration network model from the supply chain of the textile industry is suggested. Second, utilizing the collaboration model, A framework for textile e-marketplaces supply chians is designed to improve customer services and delivery time, to promote information sharing, and shorten product life cycle time. The framework suggested is expected to promote corporate innovation and information sharing, generate infrastructure which provides appropriate communication and operations capabilities for the textile companies.

• Information Systems Review
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• v.3 no.1
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• pp.191-203
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• 2001

The purpose of this research is to investigate success factors for supply chain management. According to the statistical analysis of 98 survey data, we find that the success factors mentioned in this literature(Supplier-Buyer relations, Inter-organizational Coordination, Planning & Control, Information Technology) positively affect the corporate performance. This research also indicates that supply chain management should be implemented according to dependent industrial characteristics and external conditions. We used three key environmental factors: (1) The product exchanged and its technology, (2) the competitive condition in downstream market, (3) capabilities of the suppliers available.

• The Journal of Industrial Distribution & Business
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• v.10 no.12
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• pp.43-55
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• 2019

Purpose : With the proliferation of O2O platform services that combine offline and online services, many startups are fiercely competing to lead services in the O2O service market. While the prospects for growth in the O2O service market are optimistic because of the close convenience to life, startups can achieve corporate performance only through close cooperation and partnership with suppliers. The purpose of this study is to verify the effect of O2O-based startups' and suppliers' cooperation in supply chain management on SCM performance through supply chain partnerships and startup satisfaction with suppliers. Research design, data, methodology : Data were collected from O2O service-based startups and hypotheses were verified through frequency analysis, exploratory factor analysis, reliability analysis, confirmatory factor analysis, feasibility analysis, and structural equation path analysis. In addition, the mediating effects of supply chain partnerships and startup satisfaction on suppliers were verified. Results : As a result of this study, IT utilization of the O2O startup cooperation method affects the financial perspective of supply chain partnership and SCM performance. The contract implementation of the cooperation method had an impact on the financial and innovation growth perspectives of the SCM performance, and the communication of the cooperation method had an effect on the supply chain partnership, startup satisfaction in the supply chain, and the innovation growth perspective of the SCM performance. Supply chain partnerships had an impact on the financial, innovation growth, and customer perspectives of SCM performance and startup satisfaction within the supply chain had a significant effect on innovation growth and customer perspectives. Conclusions : The implications of this study identified the factors that can improve SCM performance through the cooperation method of O2O startup, supply chain partnership and startup satisfaction with suppliers, and it is significant that the causal relationship was identified by the structural model through the supply chain cooperation factors derived by characteristics. Based on the empirical results, as the services of O2O startups grow, it is expected that empirical research and practical activation of academia should be considered as important in the cooperation of the supply chain.

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

• Journal of Distribution Science
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• v.17 no.11
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• pp.53-62
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• 2019

Purpose: This research aims to study the internal and external social practices of supply chain management along with economic and social performance of eight Portuguese companies from different industrial sectors. Through empirical data derived from eight case studies, five research propositions are suggested and tested. Research, design, data and methodology: The data was collected through 22 semi-structured interviews with general, procurement, and environmental/safety managers from eight companies from different industrial sectors. Secondary data was collected from reports, websites, and companies' internal documentation. Results: The analysis identifies the most important social practices considered by managers, as well as the performance measures that are most appropriate and most widely used to evaluate the influence of social practices on corporate economic and social performance. The results support four of the five propositions of this research. Companies' economic and social performance are affected by the implementation of social practices into the supply chain, namely the internal social practices. Conclusions: The findings confirmed that there is a positive relationship between internal social practices and economic performance. Internal social supply chain practices contribute to improve social performance. It also identifies the social practices which have negative effects on focal company performance.

• Journal of the Korean Operations Research and Management Science Society
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• v.33 no.4
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• pp.101-118
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• 2008

This study compares supply chain integration practices of high performing manufacturing plants in Korea and those in the U.S., Japan, and six European countries. Data were drawn from the High Performance Manufacturing(HPM) Round 3, a joint data-collection effort on manufacturing and supply chain management. Specifically, in the automotive, electronics, and machinery industries, we selected twenty Korean plants with high performance reputation and chose the same number of non-Korean plants(HPM top 20), based upon their competitive manufacturing capability index and customer satisfaction index. The Korean plants do not significantly differ from HPM top 20 plants in that internal value creation activities are coordinated and integrated at the corporate level and between plants. The Korean plants, however, demonstrated more integration with suppliers than with customers, and only the two of them were classified as 'outward facing', which pursues greater integration with both customers and suppliers. Unbalanced and lower integration with customers of the Korean plants was attributed to the lower than expected manufacturing capability and customer satisfaction. Implications for supply chain professionals were discussed.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.1
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• pp.87-109
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• 2020

Supply chain management can be defined as an information system that connects the inside and outside of a company. Its purpose is to systematically and strategically manage the flow of information, resources and services to improve the long-term performance of the entire organization, including individual companies connected to the supply chain, and the quality of service provided to customers. The ultimate goal of SCM is to create synergy through organic integration of supply and demand based on cooperation and collaboration with stakeholders in the supply chain. This study is based on the hypothesis that the company's management performance will improve as the level of SCM improves. Most of the previous studies dealt with the relationship between corporate performance and SCM in the IT area. In this study, research was conducted through human capacity with IT system. The causal relationship was demonstrated, and there was a difference in the perception of the results of this study depending on whether or not smart factories were consulted in the era of the 4th Industrial Revolution. There is a need to examine the links between management's value chain and its causal relationship.

• The Journal of Asian Finance, Economics and Business
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• v.9 no.6
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• pp.159-173
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• 2022

This study examines the impact of CSR and its authenticity on customer loyalty through the brand image in the chain coffee shop industry. Using qualitative and quantitative methods, 601 survey questionnaires were distributed, of which 491 were analyzed. The results show that CSR has a positive impact on brand image and customer loyalty. In addition, authenticity does not moderate the impact of CSR on brand image and loyalty, as it is difficult for customers to verify the authenticity of CSR action programs. This study emphasizes the importance of CSR action programs and authenticity for businesses to sustainably enhance their distinctive brand image and customer loyalty. Therefore, for sustainable development in the future, managers of coffee shop chains need to focus on the following issues. First, the most important thing is the right awareness of businesses regarding CSR and CSR authenticity. Third, businesses should strengthen the transparency of CSR action programs in various media so that consumers can easily verify authenticity, to increase brand image and improve customer loyalty.

• 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.