• Title/Summary/Keyword: Integration Strategy

Search Result 647, Processing Time 0.029 seconds

Drivers Influencing Demand Chain Integration Strategy: Analysis of Intelligent Collaboration Cases (수요사슬 통합전략에 영향을 미치는 동인에 관한 연구: 지능형 협업 사례 분석)

  • Kim Yon Tae;Kim Chulsoo
    • Journal of Intelligence and Information Systems
    • /
    • v.10 no.2
    • /
    • pp.189-209
    • /
    • 2004
  • The collaboration between businesses in a demand chain has three layers: Integration, Exchange, and Synchronize. The latter the layer is, the stronger the collaboration gets. This paper investigated drivers influencing intelligent demand chain integration strategy (supply integration, demand integration, demand chain integration) in Korea manufacturing and services. The drivers are classified into two types: rational efficiency driven and bandwagon driven. We find tile differences in the characteristics of drivers affecting the strategies. Besides, this study suggests the better integration strategy for Korea firms. In conclusion it says that demand integration strategy is chosen to improve efficiency, whereas supply integration strategy is influenced by external pressure.

  • PDF

THE FIT BETWEEN NEW PRODUCT STRATEGY AND VALUE CHAIN STRATEGY : A SYSTEM DYNAMICS PERSPECTIVE

  • Heungshik Oh;Kim, Bowon
    • Proceedings of the Korea Society for Simulation Conference
    • /
    • 2001.10a
    • /
    • pp.37-43
    • /
    • 2001
  • New product development has been a key element fur organizational evolution. The bulk of research about new product strategy has focused solely on new product development function itself. This paper investigates cross-functional elements in new product development. More specifically, we suggest that there must exist a fit between new product strategy and value chain strategy. It means that, in order to support new product development activity, there must exist a relevant value chain strategy. We consider three types of integration - internal integration, customer integration, and supplier integration - as strategic elements of value chain strategy. For the case of new product strategy, we consider market newness and product technology unfamiliarity as strategic elements. We also consider two types of learning characteristic, i.e., \\\"fast-adaptive learning\\\" and \\\"slow-adaptive leaning\\\" as control factor. Learning characteristic represents firms organizational capability related with organizational learning. For example, fur fast-adaptive learning case, the effect of integration appears early in time. System dynamics simulation is employed to verify our research framework. The results exhibit that there must exist cross-functional relationships between value chain strategy and new product strategy in order to shorten total development time.al development time.

  • PDF

A Study on Conflict Management Model for IS Integration: Focusing on Banking Industry under M&A (조직간 정보시스템 통합을 위한 갈등관리모형: 은행업종의 인수.합병을 중심으로)

  • Kim, Sang-Hoon;Choi, Jeom-Ki
    • Journal of Information Technology Services
    • /
    • v.5 no.1
    • /
    • pp.83-95
    • /
    • 2006
  • The main objectives of this study are (1) to identify the conflict types in IS integration process with respect to M&A, (2) to propose the ways to manage the origin of conflict to be expected, and (3) to develop the conflict management model which establishes the relationship among the M&A strategy, the IS integration strategy and change management process that influence the source of conflict. In order to achieve these research objectives, this study focuses on banking industry under M&A with the viewpoint of change management instead of existing technology-oriented IS integration strategy. The findings of this study are thought not only to be useful as a practical guideline in carrying out IS integration project under M&A but also to provide significant basis for constructing the theoretical framework of effective IS integration strategy.

Developing a Decision Making Model for Selecting an IT Post-Merger Integration Strategy

  • Suh, Byung-Wan;Baek, Seung-Ik
    • Journal of Information Technology Applications and Management
    • /
    • v.19 no.3
    • /
    • pp.49-68
    • /
    • 2012
  • M&A (Merger and Acquisitions) is a standard corporate strategy frequently used by companies seeking to secure new growth engines and gain a solid foothold in their markets in order to become more globally competitive. To achieve the original goals of M&A, the two involved parties need to invest significant time and resources in integrating all aspects of the companies. A well-planned post-merger integration of information technology (IT PMI) by the two M&A parties is considered a crucial and difficult process because IT provides a fundamental infrastructure for integration. Considering various internal and external factors, the two parties normally formulate an IT PMI strategy. The many IT PMI strategies can be categorized into four major types: Renewal, Takeover, Standardization, and Synchronization. This study aims to develop a decision making model to help merger company and IT managers select the proper IT PMI strategy. More specifically, we identify key determinants that need to be considered when selecting a proper IT PMI strategy. The relative importance of each determinant is defined by analytic hierarchy process (AHP) analysis. Finally, this study evaluates each IT integration strategy under the identified determinants.

The Effect of Business Strategies and Competitive Environments on the Configuration of e-Biz Integration Policy Determinants (전략방향과 경쟁적 환경이 비즈니스 통합정책 결정요인 구성에 미치는 영향 분석)

  • Kim, Chulsoo;Han, Bong-Ho;Han, Bokwoo
    • Journal of Information Technology Services
    • /
    • v.11 no.3
    • /
    • pp.67-87
    • /
    • 2012
  • These days, firms are focusing on the improvement of relationships with business partners. The supply chain integrations are taking critical role in improving the relationships with business partners. In accordance with the development of the IT technology, it became possible for firms not only to integrate inner parts of the organization, but also to integrate the company with other organizations in the supply chain, which is open system. Therefore, in e-Biz environments, it is imperative for firms to strengthen the core capacity through the supply chain integration, and to precisely determine the components of the determinants of e-Business integration which impact the firm performance. This study analyzed determinants that have impacts on business integration in IT capacity perspectives in competetive environments. We analyzed 163 domestic companies to find out many significant suggestive points. First, IT management capacity, process innovation capacity are adopted as determinants of differentiation and competetive edges against competing firms. Second, it is analyzed that the more the companies are in intensified competetive environment, the more likley that the innovation capacity and partner management capacity become the determinants of the business integration of the companies and that they pursue new market development strategy. Third, it is analyzed that the more the companies are in high demand fluctuation, the more likley that the innovation capacity becomes the determinants of the business integration of the companies, and that they pursue new market development strategy and operation efficiency strategy. Last, it is analyzed that the more the companies are Technology dependent, the more likely that IT management capacity and process innovation capacity become the determinants of business integration, and that they pursue new market development strategy and operation efficiency strategy. These results provide us the foundation that the determinants that we have analyzed can impact the supply chain integration strategies which take into account the competetive environments.

An Operational Strategy for Inventory Control of Networked Regional Distribution Centers (지역통합 네트워크관리하의 재고통제 운용전략에 관한 연구)

  • Kim, Byeong-Chan;Choi, Jin-Yeong
    • Journal of Korean Society of Industrial and Systems Engineering
    • /
    • v.31 no.3
    • /
    • pp.110-116
    • /
    • 2008
  • Operational strategy for inventory control in the distribution system has been given attention. If an individual enterprise implements the strategy, it is not easy to gain scale merits because of limited quantity or burden of inventory. In this study, we propose an operational strategy for inventory control that considers managerial integration of regional distribution centers (RDCs) and present a model of it. In a network of several RDCs, they could share inventory information and supply parts for others in case of an inventory shortage. And a numerical example of the network is illustrated, which compares two operational strategies, integration management of RDCs and individual management of them. The result shows total cost reduction in the strategy of integration management through the efficient inventory control of multi-echelon distribution.

An exploratory study on the objectives of SC integration and classifying the type of SC integration (공급사슬 통합의 대상과 유형의 분류에 관한 탐색적 연구)

  • Gwak, Su-Il;Mun, Jong-Beom;Kim, Su-Uk
    • Proceedings of the Korean Operations and Management Science Society Conference
    • /
    • 2005.05a
    • /
    • pp.651-657
    • /
    • 2005
  • This study figures out the objectives of supply chain integration and proposes a conceptual framework for classifying the type of supply chain integration in order to help developing supply chain integration strategy. We figure out the objectives of supply chain integration by structural integration and functional integration and then develop a conceptual framework for classifying the type of supply chain integration by combining the clusters of structural integration factors and functional integration factors. Using the framework, a firm would be able to figure out which type of supply chain it belongs to and develop appropriate supply chain integration strategy.

  • PDF

Strategy of Korean Company for International Standardization (국제표준에 따른 기업의 대응전략)

  • 최성운;백봉기
    • Journal of the Korea Safety Management & Science
    • /
    • v.6 no.1
    • /
    • pp.247-256
    • /
    • 2004
  • Recently, International Standardization is an important issue in competitive world market because of integration of standard, liberalization of international trade and globalization. Consequently, Korean companies need a strategy about corresponding to market circumstance and global standard. In this study, we examine Intellectual Property, Patent and Antitrust Law which are related to standardization. This study suggests company strategy and system integration model to dispose the global standard.

Case Study on the "Clicks and Mortar" Strategies of the Three Major Department Stores in Korea (백화점 3사의 온-오프라인 통합전략 사례 연구)

  • 최인혁;이영렬
    • Journal of Distribution Research
    • /
    • v.9 no.1
    • /
    • pp.1-24
    • /
    • 2004
  • As the dot-com companies realize the importance of the traditional business operations such as product distribution and sourcing, the task of balancing business strategy and operations between electronic commerce and"bricks St mortar"channels is an ongoing challenge. However, there are no generic recipes for formulating business strategy that optimally bridges the physical and virtual operations. In order to provide some guidelines, this study examines the big 3 retailers in Korea, and their"clicks & mortar"strategy, assessing how the activities of each channel are integrated to achieve the synergy effect. This study analyzes the differences in the pattern of integration among the three retailers and traces the causes of those differences. It also figures out the relationship between the degree of integration and performance variables such as growth and cost. Finally. it defines the essential constraints on the process of integration along with managerial implications.

  • PDF

G-ASPOO-L: The Technopreneurship-Based Supply Chain Management Model for Souvenirs MSMEs to Reach Customer Value Creation

  • NOERSASONGKO, Edi;SARTIKA, Mila;AQMALA, Diana;HASIBUAN, Zainal Arifin
    • Journal of Distribution Science
    • /
    • v.20 no.12
    • /
    • pp.59-69
    • /
    • 2022
  • Purpose: The purpose of this research is to identify and design a model for the integration between marketing and supply chain management (SCM) of technopreneurship-based souvenirs MSMEs to fulfil customer value creation. Research design, data and methodology: This research method uses the system development life cycle method. This study draws its insights and conclusions from a literature review in several fields followed by an interactive research approach that helps identify, validate, and implement a theoretical framework so that the modelling results can be adopted in applicative manner for souvenir MSMEs. Result: Implementing the "G-ASPOO-L" supply chain management integration model based on technopreneruship to fulfil value creation in the 5.0 society era created three perspectives: an inter-functional perspective, a process perspective, and an integrated business concept perspective. The supply chain management involves enterprise integration, strategic customer integration, strategic supplier integration, and marketing strategy integration. Conclusion: The proposed model framework leads to managerial problems of supply chain management strategy, which urgently requires an interaction approach that challenges the traditional view of demand creation and implementation of supply chain management to fulfil value creation. This research leverages existing knowledge and advances our understanding of the strategic integration issues companies face in digital-based competition.