• Information Systems Review
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• v.5 no.2
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• pp.1-21
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• 2003

In this paper, we investigate industrial product intermediary's transformation strategy by exploiting advantages afforded by web based information technologies. Our motivation for this research stems from exploring intermediary's responding strategy to cope with supplier's threatening to disintermediation. From transaction cost perspective, internet can induce both the vertical quasi-integration (electronic hierarchy) and outsourcing (electronic market). Our rationale on directing one of these bi-directional movements is specified on intermediary's value adding on the supply chain. As such, we investigated supply chain performance, IT effects on customer's requirement of channel functions, and channel power structure. Propositions to suggest contingent e-transforming strategic alternatives are logically derived from dyadic nature of supply chain characteristics such as efficiency versus customer services, and supplier dominant versus easy replaceability of suppliers. The contingent e-transformation framework developed from intermediary's perspective is reviewed through longitudinal industry case analysis. Implications from the industry case analysis give us insights for the effectiveness of the framework to combine supply chain characteristics with intermediary's e-transformation.

• Proceedings of the CALSEC Conference
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• 2001.02a
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• pp.223-234
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• 2001

A SCM Implementation case on the Office Automation Industry is introduced in this paper. It supports JIT based Kanban and demand pull system A new system called "PrdnMgr" is designed for the synchronized production and quality assurence using barcode and Kanban. And web based supplier pull system called "Antennashop" is developed for automatic procurement of parts.

• IE interfaces
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• v.13 no.3
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• pp.306-319
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• 2000

The purpose of this research is to study customer-supplier relationships, particularly their partnerships, to help managers and practitioners successfully design, develop, implement and deploy tools and joint practices as a means for an effective supply chain management (SCM). To achieve this purpose, a total of 1,811 potential survey questionnaire respondents responsible for purchasing, sales/marketing, quality-, and production- or operations-related functions of U.S. private manufacturing companies in SIC 35, 36, and 37 were used to collect quantitative data. Using 172 usable survey questionnaire responses, eight hypothesized relationships were tested using two independent (joint use of specific tools and joint practices) and four dependent variables (informed partners, role integrity, conflict resolution, and mutuality). From the overall perspective (customer+supplier), organizations with higher levels of joint action have higher degrees of informed partners whereas organizations with higher levels of joint action resolve conflicts formally and do not have higher degrees of mutuality.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.26 no.3
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• pp.50-57
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• 2003

In this paper, we consider an integrated inventory system where a single supplier purchases and processes raw materials in order to deliver finished goods to a single buyer for effective implementation of Just-In-Time purchasing. An integrated JIT lot-splitting model of facilitating multiple shipments in small lots is developed in a JIT purchasing environment. Also, an iterative solution procedure is developed to find the order quantity for the finished goods and raw materials, and the number of shipments between buyer and supplier. We show by example that the integrated policy adopted by both buyer and supplier in a cooperative manner can provide them a greater economic benefit than seeking the local optimal inventory policy independently.

• Journal of Information Technology Applications and Management
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• v.10 no.4
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• pp.15-28
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• 2003

This paper examined the impact of supply chain partnership attributes on the SCM performance. For this, relationship commitment, trust, and collaboration were used as attributes for the supply chain partnership. Also the SCM performance was measured by supply chain integration, customer responsiveness, and supplier performance. Based on the statistical analysis of the sample of Korean corporations, it was found that relationship commitment and trust were shown to be significant factors influencing the collaboration. In addition, the collaborative supply chain partnership has a significant positive influences on the SCM performance. These result, in short, supported the importance of supply chain partnership for the successful SCM.

• Journal of the Korea Safety Management & Science
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• v.8 no.6
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• pp.149-157
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• 2006

This paper suggests the design and operation of value stream mapping(VSM) applied to project management, such as R&D, IT Investment. First this study represents design methodology of VSM process using SIPOC(Supplier, Input, Process, Output, Costumer). Second, this paper considers the identification and improvement plan about non-added value time for VSM using FPC(Flow Process Chart) and PERT/CPM. Last, this paper proposes VSM scheduling method using PERT/CPM and CCPM(Critical Chain Project Management)

• Proceedings of the Korean Institute of Information and Commucation Sciences Conference
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• 2018.05a
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• pp.553-554
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• 2018

Supply Chain Management (SCM) is the overall process (component procurement, production planning, delivery, inventory control, etc.). It is the process from the supplier to the consumer until the raw material becomes the finished product. Basically, traditional supply chain management is primarily aimed at cost reduction and efficiency. However, considering only cost reduction and efficiency, it is not easy apply the center of 4th industry to Smart Factory. In this study, I propose a form of supply chain management network. It can be satisfy the security by using block chain and automatic control of each element by adding the internet of things.

• Journal of Intelligence and Information Systems
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• v.9 no.1
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• pp.109-123
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• 2003

The relationship between suppliers and customers is treated importantly not only in the traditional business-to-business (BtoB) commerce but also in today's Internet environments. On the one hand, most of Internet-based BtoB commerce services like customer-centric e-procurement, supplier-centric e-sales or intermediary-centric e-marketplace focus mainly on the selection of partners according to bidding, auction, etc. This point may result in the problem of overlooking the relationships between suppliers and customers. To overcome this problem in this paper, an intelligent agents-based supply chain operation architecture is proposed and appraised considering the relationship and its adaptation.

• Journal of the Korea Safety Management & Science
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• v.11 no.4
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• pp.193-199
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• 2009

Recently, an industrial production-distribution planning problem has been widely investigated in Supply Chain Management(SCM). One of the key issues in the current SCM research area is reverse logistics network. This study have developed a simulation model for the reverse logistics network. The simulation model analysis reverse logistics network issues such as inventory policy, manufacturing policy, transportation mode, warehouse assignment, supplier assignment. Computational experiments using commercial simulation tool ARENA show that the real problems. The model can be used to decide an appropriate production-distribution planning problem in the research area.

• Journal of Korean Society for Quality Management
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• v.39 no.4
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• pp.516-526
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• 2011

The AS9100 standard builds upon the ISO 9001:2000 quality management system requirements(in their entirety) and defines additional quality management system requirements for the aerospace industry. The 9100 standard on quality management system requirements is intended to be used at all levels of the supplier chain. The International Aerospace Quality Group has released a revision to 9100 for the aviation, space and defense industries. This change aims at improvement on quality, schedule and cost performance by adopting new requirements based on stakeholders' needs. This paper is to review how the AS9100 QMS Requirement has been established and improved, and to communicate the significant changes from AS9100, Rev. B to Rev. C focusing on reasons for revisions. The proposed schedule and considerations on the transition of the changes to Rev. C are also dealt with in this paper.