• 한국정보시스템학회지:정보시스템연구
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• 제23권2호
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• pp.67-90
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• 2014

Today, the company is trying to improve for business performance through the optimization of corporate resources. Most companies set up new strategy for obtaining competitive advantage for survival in rapid changes of the global business environment. IT has an important role to reduce cost and to increases business performance such as increasing sales, improving business skills and corporate image, etc. in the corporate environment. The development and use of IT resource is recognized as essential in connection with the business strategy. Most companies tried to establish the strategic use of information systems to gain competitive advantage. IT resource management is not clear in a tangible result of the business. The purpose of this study is to find out the relationship between IT competency and organizational performance through the mediating effect of strategic use of IS. IT competency consists of IT human resource, IT infrastructure, and IT vendor management. In direct relationship between three IT competence factors and organizational performance, the results of multiple regression analysis showed that IT human resource and IT vendor management are important determinants to influence organizational performance. The additional analysis for mediating effect of strategic use of IS showed that it has mediated the relationship between IT competency factors and organizational performance. This results give us an implication, not only the importance of IT competency development, but also the importance of strategic alignment of strategic use of IS with business strategy.

• 한국콘텐츠학회논문지
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• 제9권7호
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• pp.325-332
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• 2009

우리나라의 부동산거래는 매매당사자가 거래조건에 합의한 후 계약서를 작성한다 매수인은 매도인에게 계약금을 지급하고 잔금지급일과의 사이에 중도금을 지불 한 후 잔금지급과 등기이전서류를 동시에 교부하여 등기를 하는 방식으로 거래가 이루어지고 있다. 그러나 부동산거래는 계약일로부터 등기이전을 마칠 때까지의 사기, 횡령, 배임에 의한 이중매매 등 여러 가지 사고가 잠재되어 있다. 그럼에도 불구하고 매수인은 등기이전을 완료하기 전까지 정보의 비대칭으로 인하여 매도인에게 일방적으로 당하게 되어 있다. 이러한 책임 공백상태를 ESCROW제도를 이용하면 매도인의 배임에 의한 이중매매를 효과적으로 방지할 수 있을 것이다.

• 한국정보시스템학회지:정보시스템연구
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• 제14권2호
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• pp.25-53
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• 2005

To overcome rapidly changing business environment, companies are focusing on their core business areas. Outsourcing in general has become a standard to sustain competitive advantage. ASP(Application Service Provider) service, another form of IT outsourcing, is business model for providing a contractual service offering to deploy, host, manage and rent access to an application from a centrally managed facility. The main purpose of this study is to investigate on the factors contributing to the success of ASP services by conducting an empirical research to enterprises using ASP service. For this purpose, we developed a research model based on the literature reviews of ASP services, IT outsourcing, and relational exchange. A total of 106 usable survey responses has been used in the analysis. The unit of analysis was relationship and respondents were person in charge of ASP service of each corporation. The findings indicates that (1) service tangibles, customization, partnership, IS maturity and monitoring of the vendor had an positive influence upon non-economic benefits, (2) service tangibles, IS maturity and monitoring of the vendor had an positive influence upon economic benefits, and (3) service tangibles, reliability, partnership and monitoring of the vendor had positive influence upon satisfaction about outcomes of relationships.

• 한국건설관리학회:학술대회논문집
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• 한국건설관리학회 2007년도 정기학술발표대회 논문집
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• pp.991-994
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• 2007

세계 플랜트시장은 2003년 이후 오일달러의 강세와 BRICs의 경제성장 및 에너지 다소비 국가들의 자원 확보경쟁 심화의 영향으로 연평균 6%대의 높은 성장을 보이고 있으며 당분간 지속될 것으로 보인다. 플랜트 프로젝트를 성공적으로 이끌기 위해서는 원가의 50$^{\sim}$60%를 차지하고 있는 구매조달 업무가 중요하며, 이를 효과적으로 이루기 위해서는 공급자들의 정보관리가 요구 되고 있다. 하지만 현재 개발되어 있는 공급자 관리 시스템들은 공급자들의 단순 정보나 성과관리 자료만 관리하고 있는 상황이다. 이에 공급자들의 정보관리를 통해 공급자와의 긴밀한 관계를 구축하고자 하며 이렇게 축적된 DB를 바탕으로 의사결정시스템을 도입한 공급자관리 시스템을 제시하였다. 본 논문은 기업 간 전자 입찰 거래환경에서 공급자를 선택하는 의사결정의 어려움과 위험을 감소시켜 주고 기업의 구매조달 프로세스에 효율을 증대 시켜 줄 것이다.

• Asia pacific journal of information systems
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• 제17권2호
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• pp.49-81
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• 2007

Research in the IS (Information Systems) outsourcing has focused on the importance of legal contracts and partnerships between vendors and clients. Without detailed legal contracts, there is no guarantee that an outsourcing vendor would not indulge in self-serving behavior. In addition, partnerships can supplement legal contracts in managing the relationship between clients and vendors legal contracts by itself cannot deal with all the complexity and ambiguity involved with IS outsourcing relationships. In this paper, we introduce a psychological contract (between client and vendor) as an important variable for IS outsourcing success. A psychological contract refers to individual's mental beliefs about his or her mutual obligations in a contractual relationship (Rousseau, 1995). A psychological contract emerges when one party believes that a promise of future returns has been made, a contribution has been given, and thus, an obligation has been created to provide future benefits (Rousseau, 1989). An employmentpsychological contract, which is a widespread concept in psychology, refers to employer and employee expectations of the employment relationship, i.e. mutual obligations, values, expectations and aspirations that operate over and above the formal contract of employment (Smithson and Lewis, 2003). Similar to the psychological contract between an employer and employee, IS outsourcing involves a contract and a set of mutual obligations between client and vendor (Ho et al., 2003). Given the lack of prior research on psychological contracts in the IS outsourcing context, we extend such studies and give insights through investigating the role of psychological contracts between client and vendor. Psychological contract theory offers highly relevant and sound theoretical lens for studying IS outsourcing management because of its six distinctive principles: (1) it focuses on mutual (rather than one-sided) obligations between contractual parties, (2) it's more comprehensive than the concept of legal contract, (3) it's an individual-level construct, (4) it changes over time, (5) it affects organizational behaviors, and (6) it's susceptible to organizational factors (Koh et al., 2004; Rousseau, 1996; Coyle-Shapiro, 2000). The aim of this paper is to put the concept, psychological contract commitment (PCC), under the spotlight, by finding out its mediating effects between legal contracts/partnerships and IS outsourcing success. Our interest is in the psychological contract commitment (PCC) or commitment to psychological contracts, which is the extent to which a partner consistently and deeply concerns with what the counter-party believes as obligations during the IS project. The basic premise for the hypothesized relationship between PCC and success is that for outsourcing success, client and vendor should continually commit to mutual obligations in which both parties believe, rather than to only explicit obligations. The psychological contract commitment playsa pivotal role in evaluating a counter-party because it reflects what one party really expects from the other. If one party consistently shows high commitment to psychological contracts, the other party would evaluate it positively. This will increase positive reciprocation efforts of the other party, thus leading to successful outsourcing outcomes (McNeeley and Meglino, 1994). We have used matched sample data for this research. We have collected three responses from each set of a client and a vendor firm: a project manager of the client firm, a project member from the vendor firm with whom the project manager cooperated, and an end-user of the client company who actually used the outsourced information systems. Special caution was given to the data collection process to avoid any bias in responses. We first sent three types of questionnaires (A, Band C) to each project manager of the client firm, asking him/her to answer the first type of questionnaires (A).

• International journal of advanced smart convergence
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• 제10권3호
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• pp.257-278
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• 2021

As the definition of the vendor-oriented implementation method, which was utilized in adopting an ERP system, has been centered around the project construction business, it was difficult for the EPR adopting organization to systematically prepare ERP projects and have enough deliberative opportunities to change-related policies. Furthermore, this method does not have a fully standardized construction process. Accordingly, by defining an organization that wants to adopt an ERP system as a customer, this paper develops the customer-based ERP construction process framework that assists both customers and developers who construct the system. For this purpose, this paper reviews the previous research and collects the construction processes of the commercial ERP SW vendor and ERP construction cases while proposing the three-layer process framework to construct ERP through the KJ method. The ERP process framework consists of 7 processes, 32 activities, 141 tasks while providing definitions for concepts of each component. Furthermore, the proposed processes and phases were set in order of the recommended execution, while the activities were suggested as an open-ended type so that the application and usability can be increased and polished by reflecting experts' opinions. The contribution of this study is to standardize the ERP project process by transforming the previous supplier-based ERP construction method into the customer-based one while providing important procedure and activity frameworks that apply to diverse ERP solutions per vendor. At the same time, this study provides an theoretical foundation to develop the construction process for the customer -based Cloud ERP. In practice, At the beginning of the ERP system construction project, it provides communication or process tailoring tools for the stakeholder.

• 대한산업공학회지
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• 제32권4호
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• pp.382-392
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• 2006

Vendor-managed inventory policy(VMIP) is a supply-chain initiative where the supplier is authorized to manage inventories of items at retail locations. In VMIP, the supplier monitors sales and stock information at retail locations and makes decisions of inventory replenishment and transportation simultaneously. VMIP has been known as an effective supply chain strategy that can realize many of benefits obtainable only in a fully integrated supply chain. However, VMIP does not always lead to lower the supply chain cost. It sometimes generates the total supply chain cost higher than the traditional retailer-managed inventory policy (RMIP). In this paper, we perform a comparison study on RMIP and VMIP in the retail supply chain which consists of a single supplier and a number of retailers. We formulate mixed integer programming models for both RMIP and VMIP with vehicle routing problems and perform computational experiments on various test problems. Furthermore, we derive the conditions which guarantee the dominant position for VMIP with respect to total supply chain cost in the simple retail supply chain.

• 산경연구논집
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• 제14권9호
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• pp.21-30
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• 2023

Purpose: Focusing on the role of the special contract to collaborate the supply chain operations, this study investigates how the revenue sharing contract affects the performance of Vendor Managed Inventory (VMI). Research design, data, and methodology: The optimization model is formulated to represent two stage supply chain system where the supplier and retailer manage the operations to maximize their own profits. Three supply chain models including the traditional system, VMI, and VMI with revenue sharing contract are compared in the numerical examples. Results: According to the numerical analysis, the entire supply chain system has greater profit under VMI than the traditional system, while VMI alone sacrifices the supplier's profit. With the proper sets of revenue share ratio and wholesale price discount rate, VMI with revenue sharing contract results in the increased profit for both supplier and retailer compared with VMI alone as well as the traditional system. Conclusions: The numerical examples imply that VMI, when it is combined with the revenue sharing contract, can be the effective collaboration program that satisfies every supply chain member. To make VMI with revenue sharing contract to be fair to all supply chain members, they need to agree on the appropriate contract content.

• 대한안전경영과학회지
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• 제17권4호
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• pp.373-379
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• 2015

Supply units in each command are multi-tiered and each supply unit keeps a supply level independently, which can cause excess stock, leading false reports to the Logistics Command and increasing difficulties in managing user needs. This causes excess assets and the excess then causes deformation in demand. therefore, the supply support systems of our armed forces have become high-cost/low-efficiency and are insufficient to meet the needs of users in combat units. Civilian corporations and the US Department of Defense are downsizing the aforementioned multi-tiered supply systems thus revolutionizing efficient and effective logistics by adopting Supply Chain Management(SCM), and Prime Vendor policies. Prime Vendor policy is a logistics support method that allows users to directly request and receive supply items from suppliers, based on supply contracts between suppliers and central maintenance organizations like KDA. In other words, it is a system that allows for users to make orders to suppliers directly and suppliers to deliver goods to the users directly, cutting out the middle stage, thus allowing an efficient supply. This is a way forward in finance that cuts costs in net supplies and allows an efficient utilization of civilian assets. which is also known to fasten the speed of logistical support and stripping down the logistical structure. therefore, this report will explore Prime Vendor policies adopted in certain number of units for medical supplies that were taken in consideration of improvements in stock management in civilian organizations and the US Army, and aims to apply such policies for repair parts.

• 한국정보시스템학회지:정보시스템연구
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• 제20권2호
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• pp.207-228
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• 2011

IT governance is an integral part of enterprise governance and consists of the leadership, organizational structures, and processes that ensure organization's IT decision making for achieving organizational goal. Most firms have failed to resolve the balance in building IT governance. The challenge is to align IT strategy with business strategy in establishing and implementing effective IT governance. The purpose of this study is to find out the relationship between IT governance implementation factors and IS effectiveness, and the moderating effect of strategic alignment of IS strategy with business strategy on IS effectiveness. IT governance implementation factors consist of IT vendor management, IT human resource management, and IT infrastructure. Strategic alignment was measured as the alignment between business strategic orientation and IS strategic orientation that used in the research of Chan et al.(1997). In the relationship between three IT governance implementation factors and IS effectiveness, the results of multiple regression analyses showed that IT human resource management is an important determinant to influence IS effectiveness. The additional analysis using multiple regression showed that strategic alignment of IS strategy with business strategy has moderated the relationship between IT governance implementation factors and IS effectiveness.