• Journal of Digital Convergence
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• v.13 no.9
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• pp.77-87
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• 2015

Vendor Managed Inventory(VMI) is a distribution channel system where the inventory at the retailer is monitored and managed by the manufacturer or vendor. By pushing the decision making responsibility further up the supply chain and centralizing the replenishment decision, the vendor can help the entire supply chain be more competitive. The purpose of this research is to explore the factors influencing the adoption of VMI by Korean manufacturers. This research proposes the IT readiness, operating cost, and information sharing as antecedents of burden for VMI, and collected the survey responses from the small-to-medium manufacturers. The statistical results indicate that only the operating cost has a significant impact on the adoption of VMI. However it has also been found that the IT readiness and information sharing have a significant effect on the operating cost. Thus indirectly influence the adoption of VMI. As a conclusion, the academic and practical implications of these findings are discussed.

• Journal of the Korea Society of Computer and Information
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• v.12 no.5
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• pp.273-284
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• 2007

This paper studies a periodic review inventory model with an e-MarketPlace transaction in reconfigurable manufacturing system(RMS). A decision maker can expand/reduce production capacity/quantities and/or replenish/dispose inventories from/to e-MarketPlace urgently to satisfy the stochastic demands. If inventories are replenished or disposed through e-MarketPlace, this leadtime is shorter than the production leadtime, but unit purchasing or selling cost is more expensive than that of expanding capacity or reducing production quantities respectively. Henceforth, trade-off on these alternatives is considered. In addition to this, in order to consider the economy of scale, our model includes the fixed cost for purchasing from e-MarketPlace and capacity expansion. We use dynamic programming and K convexity methods to characterize the nature of the optimal policy. Finally, We present the optimal inventory control policy which is composed by the combinations of a base stock and (s,S) type policy.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.20 no.42
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• pp.31-38
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• 1997

The main objective of this research is to develop a model to select the optimal input service level for a distribution center - multi branch inventory distribution system. With the continuous review policy, the distribution center places an order for specific order quantity to an outside supplier, and the order quantity is replenished after a certain lead time. Also, each branch places an order for particular order quantity to the distribution center to satisfy the customer demands, and receives the replenishment after a lead time. When an out of stock condition occurs during an order cycle, a backorder is placed to the upper level to fill the unfilled demands. With these situation, variable demand and variable lead time are used for better industrial practice. Further, actual lead times with a generic lead time distribution are used in developing the control model. Under the actual lead time model, the customer service measures actually attained for the distribution center and each branch are explained as the effective customer service measures. Thus, throughout the optimal control (using computer search procedures), we can select the optimal input service levels for the distribution center and each branch to attain the effective service level for each branch which is consistent with the goal level of service for each branch. At the same time, the entire distribution system keeps minimum inventories.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.35 no.4
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• pp.83-97
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• 2012

In this paper, we consider a single-manufacturer single-buyer supply chain problem where a single manufacturer purchases and processes raw materials into a family of items in order to deliver a family of items to a single buyer at a fixed interval of time for effective implementation of Just-In-Time Purchasing. An integrated multi-item lot-splitting model of facilitating multiple shipments in small lots between buyer and manufacturer is developed in a JIT Purchasing environment. Previous research on the integrated model assumed that the manufacturer orders raw materials m (integer) times for every production run (lot multiplier policy for the raw material). In this paper, we consider a generalized policy in the replenishment of raw materials, allowing lot multiplier policy and lot splitting policy. An iterative solution procedure is developed to find the order interval for finished goods and raw materials, and number of shipments between buyer and manufacturer. We show by numerical example that when the integrated policy is adopted by both buyer and manufacturer in a cooperative manner, both parties can benefit.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2007.11a
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• pp.7-11
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• 2007

This paper considers a shipment planning of products from manufacturers to a third-party warehouse for demands with production time windows where a demand must be replenished in its time window. The underling lot-sizing model also assumes cargo delivery cost in each inbound replenishment to the warehouse. For this model, an optimal O($nT^4$) is presented where n is the number of demands and T is the length of the planning horizon.

• IE interfaces
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• v.14 no.3
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• pp.255-262
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• 2001

Containerization of cargo transportation has been norm in the word wide maritime services, but containerized trades are typically unbalanced in terms of the number of inbound and outbound containers. Therefore it is critical for shipping companies to find operating policy such as the repositioning of empty containers or replenishing of short-term leasing containers from leasing companies to satisfy the freighter's demands of containers. This paper develops a simulation model using ARENA to establish shipping company's operational policy to relocate and replenish empty containers. Furthermore, this study proposes simple and heuristic empty container repositioning rules to minimize the relevant cost in terms of leasing, repositioning, and inventory holding costs.

• Journal of Information Technology Services
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• v.3 no.1
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• pp.89-99
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• 2004

Mobile service, which is related to all stages of supply chain, can enhance the efficiency of perception and response of the participants. The advantage of mobile service is ubiquity, speed, traceability, positioning, personalization and safety. The purpose of this paper is to propose an overall framework utilizing mobile service in SCM. In the areas of inventory management, remote diagnostics, communications with field workers, and order fulfillment, customer-centric mobile supply web is proposed and implemented for the wireless warehousing and replenishment system.

• Journal of the Korean Operations Research and Management Science Society
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• v.26 no.3
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• pp.105-117
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• 2001

This paper models supply uncertainty in the dynamic Newsboy problem context. The system consists of one supplier and one retailer who places an order to the supplier every period to meet stochastic demand. Supply uncertainty is modeled as the uncertainty in quantities delivered by the supplier. That is, the supplier delivers exactly the amount ordered by the retailer with probability of $\beta$ and the amount minus K with probability of (1-$\beta$). We formulate the problem as a dynamic programming problem and prove that retailer’s optimal replenishment policy is a stationary base-stock policy. Through a numerical study, we found that the cost increase due to supply uncertainty is significant and that the costs increase more rapidly as supply uncertainty increases. We also identified the effects of various system parameters. One of the interesting results is that as retailer’s demand uncertainty, the other uncertainty in our model, increases, the cost increase due to supply uncertainty becomes less significant.

• Journal of Distribution Research
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• v.6 no.1
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• pp.22-35
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• 2001

The focus of Business Process Re-engineering (BPR) has been extended to inter-business process that cuts across independent companies. Combined with Supply Chain Management (SCM), inter-business process reengineering (IBPR) focuses on synchronization of business activities among trading partners to achieve performance improvements in inventory management and cycle time. This paper reviews the business process reengineering movement from the historical perspective and presents a case of inter-business process reengineering using the latest internet-based Business-to- Business (B2B) technology based on Collaborative Planning, Forecasting, and Replenishment (CPFR). The case demonstrates how CPFR technology reengineers the distribution process between Heineken USA and its distributors. As world's first implementor of web-based collaborative planning system, Heineken USA reduces cycle time from determining the customer need to delivery of the need by 50% and increases sales revenue by 10％. B2B commerce on the internet is predicted to grow from $90 billion in 1999 to $2.0 trillion in 2003. This paper provides the management with the bench-marking case on inter-business process reengineering using B2B e-commerce technology.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.46 no.4
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• pp.116-123
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• 2023

In supply chain, most partners except the top level suppliers have inbound and outbound logistics. For example, toll manufacturing companies get unprocessed materials from a requesting company and send the processed materials back to the company after toll processing. Accordingly, those companies have inbound and outbound transportation costs in their total logistics costs. For many cases, the company may make the schedule of distributions by considering only the due delivery dates. However, the inbound and outbound transportation costs could significantly affect the total logistics costs. Thus, this paper considers the inbound and outbound transportation costs to find the optimal distribution plans. In addition, we have considered the inventory holding costs as well with transportation costs. From the experimental results, we have provided the optimal strategies for the distributions of replenishment as well as deliveries.