• Proceedings of the Korean Operations and Management Science Society Conference
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• 2002.05a
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• pp.171-178
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• 2002

At the present time, container transportation plays a key role in the international logistics and the efforts to increase the productivity of container logistics become essential for Korean trucking companies to survive in the domestic as well as global competition. This study suggests an approach for determining fleet size for container road transportation with dynamic demand. Usually the vehicles operated by the transportation trucking companies in Korea can be classified into three types depending on the ways how their expenses occur; company-owned truck, mandated truck which is owned by outsider who entrust the company with its operation, and rented vehicle (outsourcing). Armually the trucking companies should decide how many company-owned and mandated trucks will be operated considering vehicle types and the transportation demands. With the forecasted monthly data for the volume of containers to be transported a year, a heuristic algorithm using tabu search is developed to determine the number of company-owned trucks, mandated trucks, and rented trucks in order to minimize the expected annual operating cost The idea of the algorithm is based on both the aggregate production planning (APP) and the pickup-and-delivery problem (PDP). Finally the algorithm is tested for the problem how the trucking company determines the fleet size for transporting containers.

• The Journal of the Korea Contents Association
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• v.7 no.8
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• pp.117-124
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• 2007

The one-person producing system is that planning program, arrangements, composition, taking pictures and edition are all done by only one person. In the reality of the producing systems of the broadcasting programs, as the number of the broadcasting stations, which apply one-person producing systems, is gradually increasing, the study on the change is going on. In this study I grasped the merits and demerits of both systems ; multi men producing system and one-person producing system. And then I analyzed the sudden change of the method of the producing programs into one using the 6m digital camera. The merits of producing programs by means of the 6m digital cameras are following ; the mobility of producing programs, a close contact with the source, the enlargement of the diversity of the contents and cutting down expenses. The demerits of it are following ; a lowering of the degree of completion and the unstableness of an image. Nowadays because of the enlargement of the rate of the outsourcing production, the number of the independent production studios rapidly increased. From the viewpoint of cutting down expenses and the diversity of contents, the number of broadcasting programs produced by means of one-person producing broadcasting program system is increasing.

• Journal of Fashion Business
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• v.6 no.1
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• pp.137-154
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• 2002

It's not easy to renew old brand of over 50 years history to the tastes of new consumer of our time. Most of national brands that has a history of some 20 years in Korea have strove for continuation and growth of brand to no avails, which can be taken as a good example of current situation. For instance, C company, one of the National brand of US which has a history of 51 years, has made its position secure as a fashion group and based itself on a sound foundation by establishing new marketing strategy and completing successful brand renewal in the process of strategic M&A with Italian company. Those successful marketing strategies are as follows. 1) they regarded both market and consumer oriented marketing activity as company's highest priority strategy and put great emphasis upon concentration on target market and reestablishment of brand image of business casual wear. 2) Setting up and operating planning team composed of merchandizer alone in Milano, they set the direction of plan on the basis of concentrated research on potential item in market according to thorough market research done by buying office in Korea, branch office in Hong Kong and buyer in US prior to blueprint planning for season. 3) Great emphasis was placed on business which focused on intensive presentation of basic key item for apparel career women who are main consumer group in the midium-low prices market in US and on supplementation of size and color. they named this line 'collectibles' and helped their customer develop their own clothes plan without worrying about the change of color and fabric by supporting same fabric and color throughout the year and enabled them to add variation easily by supplementing new trend item. 4) Company set black as a main color that lots of apparel career women find easy to care and to express their own image and presented them with pebble which belongs to navy and beige and added fashion color such as wine and brown etc as season goes by. They constructed basic line in order for their customers to coordinate purchased item with new one or to add them to present collection, and to achieve efficient sale by setting up strategy which allows this cross coordination and changing pattern occasionally. 5) Though basic jacket for 99$, short slim skirt for 49$ are products within midium-low prices range, in the material planning stage aiming at production of item that has both resonable function appealing to consumer and is fashionable, synthetic material had to be used as a main source due to price competitiveness. Despite this situation, considering comfortable sense of fit and refined drape of silhouette that has no sign of cheap material, whole collectible line was divided into two items, which contributed to reduction of cost. In case of material that is composed of triacetate and polyester in 70 to 30 ratio, was used up to 4 million yard, which allowed drastic curtailment of cost accompanied by concentration. In case of 'collectibles' line, using Korean material mainly, C company chose to have their product sewed in Southeast Asian countries where transportation is well developed and both productivity and quality verified by operating global production system which aiming at cutdown of cost through outsourcing production from the country where labor cost is low and getting finished product. Polarization between present consumers telling us that consumers with the mind of middle classes in the past no longer exists between consumers who seek after only fine article of highest quality and wise consumers who are sensible enough to judge bubble on correlation between price and quality. To cope with this change in new consumer mind, apparel makes changing their policy so as to produce item that has reasonable quality and falls within affordable price range anywhere in the world. and they're striving to get out of difficult situation by operating global marketing strategy which stresses separation of planning, production and sale and sensibility of fashion shared worldwide. The marketing strategy of C company can be exemplified as a successful one.

• Journal of Fashion Business
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• v.14 no.3
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• pp.35-51
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• 2010

This study aims at providing data for establishing a marketing strategy which can enhance the competitiveness of Korea domestic SPA(Specialty Store Retailer of Private Label Apparel) Brands by suggesting countermeasure strategy through the observation and analysis for SPA Brands, under the current circumstance in which the systematic and scholastic discussion for the matter, is lack, despite the diastrophism in fashion industry is prospected according to the rapid growth of Global SPA Brands. For this purpose, the characteristic and current status of Global SPA Brands is examined, and the main cause of growth is analyzed by approaching to their marketing characteristic, in this study. In relation with this situation, this study suggests the provisions as below, which are drawn from the analysis on Global SPA Brands' marketing strategy, so that Korea domestic SPA Brands could achieve successive performance under fierce competition. First, to be a competitive SPA Brands a business should be able to supply products with frequent product turnover by an interval level of one week or so, the existent product planning by seasons, as a business obtains various swift informations on consumers' demand with R&D center foundation. Secondly, SPA Brands should establish a strategy that a business can create high net profit by inventory management which enables lowering inventory ratio remarkably, and a strategy for innovative product supply by small quantity batch production, along with founding a high technological logistics system. Third, SPA Brands should establish a strategy for primary cost reduction by overseas dispersed outsourcing in order to enable diverse product development and rational price setting. Fourth, fashion marketers should establish also a strategy for communication by which brand image can be delivered effectively, by firming the brand identity and by informing product characteristic and customer service totally, with the method of VMD and flagship store. Additionary, fashion marketers also should establish a strategy by developing mobile application which can provide brand image and diverse other fashion related information.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.2
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• pp.192-201
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• 2018

This study intends to find efficient support methods for small and medium-sized businesses (SMBs) especially in the increasingly important mobile sector. We investigated regarding perceptions of mobile sector-specific support programs and their current state of usage, and perceptions of the new mobile market and the present conditions of each stage of production based on analysis of a survey that included 204 respondents in each SMB to achieve this goal. Concretely, detections through this research were the reasons for non-selection of support businesses, the future prospective mobile business area, the company's own first-preference item and the reason for the preference, plus new mobile areas of willingness to apply the company's own product and its own first-preference item, and the reason for the preference. In addition, we found out covering costs and revenue size of the maximum-revenue product for each stage (from the first to the fourth stage), the kind of a product's execution method connected to the product (e.g. self-production, outsourcing to another company to produce a product), and the execution method for pre-products. We can suggest a policy regarding efficient support alternatives for SMBs related to the mobile sector thanks to these findings.

• Journal of Intelligence and Information Systems
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• v.16 no.3
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• pp.163-179
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• 2010

Recentlythe concept of fast fashion is drawing attention as customer needs are diversified and supply lead time is getting shorter in fashion industry. It is emphasized as one of the critical success factors in the fashion industry how quickly and efficiently to satisfy the customer needs as the competition has intensified. Because the fast fashion is inherently susceptible to trend, it is very important for fashion retailers to make quick decisions regarding items to launch, quantity based on demand prediction, and the time to respond. Also the planning decisions must be executed through the business processes of procurement, production, and logistics in real time. In order to adapt to this trend, the fashion industry urgently needs supports from intelligent quick response(QR) system. However, the traditional functions of QR systems have not been able to completely satisfy such demands of the fast fashion industry. This paper proposes an intelligent quick response system for the fast fashion(IQRS-FF). Presented are models for QR process, QR principles and execution, and QR quantity and timing computation. IQRS-FF models support the decision makers by providing useful information with automated and rule-based algorithms. If the predefined conditions of a rule are satisfied, the actions defined in the rule are automatically taken or informed to the decision makers. In IQRS-FF, QRdecisions are made in two stages: pre-season and in-season. In pre-season, firstly master demand prediction is performed based on the macro level analysis such as local and global economy, fashion trends and competitors. The prediction proceeds to the master production and procurement planning. Checking availability and delivery of materials for production, decision makers must make reservations or request procurements. For the outsourcing materials, they must check the availability and capacity of partners. By the master plans, the performance of the QR during the in-season is greatly enhanced and the decision to select the QR items is made fully considering the availability of materials in warehouse as well as partners' capacity. During in-season, the decision makers must find the right time to QR as the actual sales occur in stores. Then they are to decide items to QRbased not only on the qualitative criteria such as opinions from sales persons but also on the quantitative criteria such as sales volume, the recent sales trend, inventory level, the remaining period, the forecast for the remaining period, and competitors' performance. To calculate QR quantity in IQRS-FF, two calculation methods are designed: QR Index based calculation and attribute similarity based calculation using demographic cluster. In the early period of a new season, the attribute similarity based QR amount calculation is better used because there are not enough historical sales data. By analyzing sales trends of the categories or items that have similar attributes, QR quantity can be computed. On the other hand, in case of having enough information to analyze the sales trends or forecasting, the QR Index based calculation method can be used. Having defined the models for decision making for QR, we design KPIs(Key Performance Indicators) to test the reliability of the models in critical decision makings: the difference of sales volumebetween QR items and non-QR items; the accuracy rate of QR the lead-time spent on QR decision-making. To verify the effectiveness and practicality of the proposed models, a case study has been performed for a representative fashion company which recently developed and launched the IQRS-FF. The case study shows that the average sales rateof QR items increased by 15%, the differences in sales rate between QR items and non-QR items increased by 10%, the QR accuracy was 70%, the lead time for QR dramatically decreased from 120 hours to 8 hours.