• 한국융합학회논문지
• /
• 제4권2호
• /
• pp.15-20
• /
• 2013

본 연구는 대형유통업체와 거래 관계에 있는 제조업체가 대형유통업체가 보유한 물류창고를 활용하는 데에 따른 물류비용의 효율성을 측정하기 위한 요인들을 도출하는데 목적을 두고 있다. 대형유통업체와 거래를 하고 있는 제조업체가 물류 방식을 결정할 때 대형유통업체의 물류창고를 이용하거나 혹은 제조업체가 보유한 자체 물류창고 및 이미 활용하고 있는 외주 물류창고를 이용할 수가 있다. 이 때 제조업체가 어떠한 물류창고를 이용하는가에 따라 물류비용의 효율성은 달라질 것이다. 또한 제조업체가 이용할 물류창고를 결정하게 하는 다양한 요인들이 있을 것이다. 이에 본 연구에서는 제조업체가 이용할 물류창고 결정 요인으로 제조업체와 유통업체 간의 시장지배력과 같은 영향력 변수로써 사업 환경의 불확실성의 정도, 제조업체가 보유한 역량, 제조업체와 대형유통업체의 거래 특성 요인들을 도출하였으며, 이들 요인은 물류창고 비용효율성을 측정할 수 있는 지표로 활용할 수 있을 것이다.

• 4차산업연구
• /
• 제1권1호
• /
• pp.1-10
• /
• 2021

Purpose - This case study analyzes the internationalization strategy and innovation strategy as key factors contributing to the business success of CAP, a small and medium-sized manufacturing company in Korea producing auto parts such as wipers. This study describes the diversification strategies conducted by CAP Corporation and highlights the company's core competencies that have largely contributed to their global competitive success. Research design, data, and methodology - This paper provides in-depth case study on how CAP was able to grow into a hidden champion company, focusing on their strategies since its establishment. In particular, by analyzing the success factors centering on CAP's aggressive innovation strategy and internationalization strategy, it presents guidelines for small and medium-sized enterprises in Asian countries to become a Hidden Champion company. Result - CAP's product technology has successfully established innovative system on their product called 'vertebra spring' to distribute uniform pressure to the rubber to ensure performance as well as durability of their products. In order to continue benefiting from utilizing core competence and to continue pursuing technological advancement in the wiper industry, CAP has launched a wide range of products (flat blade, conventional blade, hybrid blade) applicable to 95% of the vehicle in the market. Conclusion - Taken together, CAP has many aspects of a hidden champion company by investing in R&D up to 8% of its annual sales to R&D investment even during the crises situation. This number is about 3.36 times higher than the average ratio of listed companies in Korea. Furthermore, the leadership of the management team as well as their vision toward the global market and strong commitment to innovation enabled CAP to become the world's fifth-largest wiper and Asia's No. 1 wiper manufacturer.