• 산경연구논집
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• 제9권4호
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• pp.53-62
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• 2018

Purpose - In the development of new products, suppliers involvement and developing products jointly can be said to be strategic activities that utilize the lack of knowledge from external organizations. In this new product development, supplier involvement has been proven to have a positive impact on new product development performance for a long time by previous research. However, sufficient academic research has not been conducted on the influence of supplier involvement in various product strategies or sales strategies that buyers make in order to secure a competitive advantage in the market. This study argues that product strategy and sales strategy used by buyers in the development of new products will control the effect of supplier involvement on new product development performance in order to compensate the lack of these academic aspects. Research design, data, and methodology - Specifically, we selected the modularization strategy of the product as the product strategy, which is considered as an important strategy in the new product development through the preceding research, and the mass customer satisfaction strategy was chosen as the sales strategy. In order to achieve these research objectives, regression analysis was conducted using data from manufacturing productivity panel collected jointly by the Ministry of Industry, Trade and Industry and the Korea Productivity Center. Results - As a result, supplier involvement and new product development performances (development cost efficiency, customer satisfaction) were positively related. The product modularity strategy proved to have an interactive effect on the relationship between supplier involvement and new product development performances (development cost efficiency, customer satisfaction). However, it has not been confirmed that there is a statistically significant interaction effect between supplier involvement and new product development performances. Conclusions - Supplier involvement has positive relationships with NPD performance. In addition, product modularity strategies have interaction effects with supplier involvement and affect new product development performance (development cost efficiency and customer satisfaction). The results of this study are of academic significance in the case of lack of empirical studies on the effect of supplier participation on the effect of buyer 's strategy when a supplier participates and develops new products jointly.

• 산업경영시스템학회지
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• 제34권2호
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• pp.68-75
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• 2011

The purpose of this paper is to suggest a supplier and buyer's pricing decision strategy model with discount-policy over a long-term replenishment contract in a supply chain environment by small and medium size manufacturing company. We assume that the buyer has a superior economic power over a supplier and each agent in a supply chain is unaware of each other. The supplier proposes pricing decision strategy to induce the buyer to choose the terms of contract for the benefit of the supplier. Then buyer decides the terms of contract to maximize her profit considering supplier's discount-policy. We also present a numerical example to illustrate the efficiency of pricing decision strategy.

• 기술혁신연구
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• 제8권2호
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• pp.97-117
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• 2000

TOEM strategy is widely used in Japan and Korea because of the diverse advantages such as cost sharing, technology transfer, equipment lease and base technology acquisition between parent company and OEM supplier. There are, however, some disadvantages that (1)OEM suppliers are likely to be reactive to environmental changes and (2) may have difficulty in building competitive position and long-term growth. When the parent company relocates its plant to foreign countries to achieve lower labor cost or to enhance value added this change will affect directly the OEM supplier's outcome. The parent company's divestiture from existing businesses will also affect the OEM supplier. For the OEM supplier to survive in face of these strategic changes it must enter the new countries with the parent company. Alternatively, the OEM supplier must actively diversify its technologies based on its core capabilities of existing product and process technologies and seek new business arenas. The strategy of aligning its businesses with the parent company's new business strategy allows the OEM supplier to share the new market while it requires the OEM supplier to develop core capabilities. In Korea many small and medium sized OEM suppliers are dependent on a few large companies. For the industry structure in Korea where industry concentration is extremely high OEM suppliers should move away from the past strategy, where they are dependent on the parent company's low profitability businesses. They should actively enter new businesses for which parent companies enter to achieve long-term growth.

• 유통과학연구
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• 제15권9호
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• pp.95-107
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• 2017

Purpose - In the joint development of new products, buyers and suppliers exchange information to solve various problems. Uncertainty and ambiguity are typical examples. Uncertainty refers to the lack of information to solve the problem, and equivocality refers to the case where the information is interpreted in multiple processes in the process of providing the information. These uncertainty and equivocality cause new products to be delayed in their development and adversely affect quality. However, unfortunately, there is a lack of researches on how the uncertainty and equivocality of such concepts control the results of new product joint development. But, smooth communication and effective exchange of information is not emphasized only in the general organization. The importance of the new product joint development projects to achieve the two organizations' common goals becomes even greater. The purposes of this study are to analyse the effect of supplier's strategy on the NPD performance and moderating effect of uncertainty and equivocality. Research design, data, and methodology - In order to make a contribution to the lack of academic researches in Korea, this study collects data through questionnaires based on organizational information processing theory and previous studies, and conducts empirical analysis. Results - As a result, the product modularization strategy and the strategic supply chain relationship positively influenced the new product development performance - return on investment and ease of manufacturing. And the interaction effect of uncertainty and equivocality with supplier's strategy - product modularity strategy and strategic supply chain management relationship - reduces or negates the influence of product modularization strategy on new product development performance. Conclusions - This implies that it is important to control uncertainty and equivocality in order for the supplier strategy to have a positive effect on new product development performance. It also emphasizes the necessity of sharing information appropriately for companies that do not want to share the information as possible due to their fear of loss of competitive advantage in the joint development of new products. Because this kind of negative policy might let uncertainty and equivocality be happen in new product joint development process.

• 대한영양사협회학술지
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• 제8권4호
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• pp.372-386
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• 2002

The purposes of this study were to find factor which influence on the selection criteria of food supplier. Questionnaire were distributed to 52 general hospitals with more than 400 beds located in Seoul and Kyongin province, and responded questionnaires were collected from 44 dietetic departments (84.6%) and 18 purchasing departments (34.6%). The main results of this study can be summarized as follows: (1) supplier selection criteria include quality, service, cost and supplier competency. (2) With having been met with tight competition and market opening, hospitals plan a strategy to improve quality, service and they tend to have more interest in various supplier selection criteria. (3) Purchasing departments estimate more highly the rate of reflection in considering supplier selection criteria than the rate of importance about cost criteria, which reveals that purchasing departments sensitively respond to cost cutdown. (4) When selecting suppliers, a significant(p<.01) influence of stability of supplier industry environment on the selecting criteria such as the importances of quality, service, and supplier quality are recognized only after recognizing the stability of food delivery industry. Food supplier industry secures stability more quickly through major companies' participation in food distribution industry and this will reveal the importance of supplier selection criteria. (5) Suppliers which are selected by the quality criteria, service criteria, supplier quality criteria make efforts to communicate with foodservice departments, to give more proper information about substitute food, new product, and to make commitments, while suppliers which are decided by cost criteria do not establish supportive relationships with foodservice departments.

• 경영과학
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• 제14권2호
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• pp.1-17
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• 1997

Many companies in these days have pursued an outsourcing policy to survive in a highly competitive world market. To effectively deal with the outsourcing policy, it is required that the companies have a useful method to rationally evaluate a supplier's performance from a viewpoint of a company's strategy and in a comparative-integrated manner. In this paper, we examined the relative importance of supplier selection criteria for a company's strategy by conducting a survey and proposed "Technique for Order Preference by Similarity to Ideal Solution(TOPSIS)" as one of the plausible techniques to evaluate a supplier's total performance. A hypothetical case study is presented to demonstrate the applicability of the method.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2003년도 추계학술대회
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• pp.113-116
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• 2003

In the recent environment of globalization where fierce competitions exist between manufacturers, SRM(Supplier Relationship Management) plays important role in the strategies of companies, and managements of companies try their best efforts in establishing the strategy to accomplish the innovative relationship between supply chain channels. The structure of the partnerships we develop with not only customers but also suppliers will in many cases determine the degree of success of the relationship. A successful partnership provides an opportunity for shared risk while maximizing the opportunity for mutual success whether it's with supplier. To follow this paper show how SLV(Supplier Lifetime Value) can be used to structure the supplier in automotive part manufacturer, This method of selection is described, and a detailed example of how SLY can be used and allocation of order quantity for the selected suppliers also are provided.

• 한국경영과학회지
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• 제29권3호
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• pp.63-78
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• 2004

This paper deals with a supplier-managed inventory(SMI) control for a two-echelon supply chain model with a service facility and a single supplier. The service facility is allocated to customers and provides a service using items of inventory that are purchased from the supplier, Assuming that the supplier knows the information of customer queue length as well as inventory position in the service facility at the time when it makes a replenishment decision, we identify an optimal replenishment policy which minimizes the total supply chain costs by reflecting these information into the replenishment decision. Numerical analysis demonstrates that the SMI strategy can be more cost-effective when the information of both customer queue length and inventory position is shared than when the information of inventory position only is shared.

• 한국재난정보학회 논문집
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• 제17권2호
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• pp.365-374
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• 2021

연구목적: 본 연구는 발주기관과 사내 공급자의 재해경감활동관리체계 연계성 강화에 대하여 연구하고자 한다. 연구방법: 기업재난관리표준에 정하고 있는 공급자 전략에 대한 요구사항을 파악하고, A기관과 공급자B의 적용사례를 검토 분석하여 재해경감활동관리체계의 연계성 강화를 위한 절차를 도출하였다. 연구결과: 기업재난관리표준의 요구사항인 공급자 전략에 대하여 명확히 정의하고, 연계성 강화를 위해서 발주기관과 공급자가 적용하는 절차와 그 절차에 의하여 산출된 결과물을 공유하는 표준화된 절차가 필요한 것으로 연구되었다. 결론: 사내에 상주하는 공급자의 재해경감활동관리체계 수립 절차중 중요한 절차의 연계성 강화를 위한 개선안을 제안하였으며, 제안된 내용과 절차를 기업재난관리표준과 관련 규범에 반영할 것을 제시하였다.

• 한국경영과학회지
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• 제33권4호
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• pp.13-30
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• 2008

We explore the determinants of long-term relationship between the buyer and the supplier to help suppliers develope a strategy to build long-term relationship with their buyers. Based upon an extensive literature review, we propose three droops of independent variables which may affect long-term relationship, including (a) environmental factors (product complexity, product importance, source dependence, price sensitivity), (b) relational factors(trust, commitment, satisfaction, intention of expansion), (c) operational performance(quality, delivery, cost capability, technical knowhow). The buyer's actual period of relationship with its main supplier is used as a dependent variable. Using hierarchical multiple regression analysis, we empirically test hypotheses, analysing a sample of 290 manufacturing firms in the U.S. The statistical results indicate that the buyer's source dependence, price sensitivity and the supplier's commitment play a significant role in establishing long-term relationship between the buyer and the supplier. However, the supplier's cost capability and technical knowhow in operational performance negatively affect long-term relationship in contrast with our hypotheses. Due to this controversial result, we divide the sample group Into dual sourcing and multiple sourcing environments and reconduct regression analysis in a post hoc manner. The findings show that the supplier's cost capability and technical knowhow are negatively associated with the length of relationship only in the multiple sourcing environment. The results may confirm that both parties' opportunistic behavior is more salient in the multiple sourcing environment than in the single sourcing environment.