• Journal of the Korean Operations Research and Management Science Society
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• v.42 no.1
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• pp.1-17
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• 2017

This study investigates a buyer-supplier supply chain, in which a buyer delegates the production process to a supplier as in many practices. The consumer's buying intention and overall supply chain performance are affected not only by the buyer's decision on sales price but also by the supplier's decision on product quality. Therefore, the buyer has a motivation to control the supplier's quality investment. Among various incentive schemes that the buyer can adopt in practice, we consider a revenue-sharing contract and investigate its unique characteristics. By comparison with a typical wholesale price contract, we reveal that the revenue-sharing contract can enhance supply chain's overall performance, including quality, demand, and profits of not only overall supply chain but also each player. We contribute to the academia and the supply chain practice by providing important guidelines in adopting incentive schemes and effectively managing product quality in a supply chain.

• Journal of Korean Society for Quality Management
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• v.28 no.4
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• pp.204-222
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• 2000

Supply Chain Management is a process-oriented concept, integrated approach to procuring, producing, and delivering products and services to customers. Supply Chain Management covers the management of material, information, and funds flows. A strategic supply chain management produces for value maker and the ultimate customer. One aim of this paper is to determine the effect of contract parameters on the quality of the end product of the supplier-producer chain. The supply chain management is viewed as a single entity rather fragmented. This research constructed model the relationship of supply chain management to quality management. The questionnaire were tested with survey of supplier's employee and the result were analyzed using SEM(Structural Equation Model). As a result, Quality performance positively depends on the communication, coordination, and process management between the supplier and the producer.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.34 no.2
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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.

• International Journal of Quality Innovation
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• v.7 no.1
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• pp.35-47
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• 2006

Client-supplier collaboration has been an imperative approach to new product development (NPD), in which a good product specification management system and practice is crucial to the assurance of product quality. This study investigates product specification management in client-supplier collaborative NPD. Based on the interviews and survey study, 12 problems and 13 good practices of product specification management are identified. It also compares the importance and degree of the implementation of the product specification practices in Hong Kong electronics industry. The results suggest that more intensive practices should be implemented for better product specification management.

• Journal of the Society of Disaster Information
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• v.17 no.2
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• pp.365-374
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• 2021

Purpose: This study aims to study the reinforcement of the connection between the ordering agency and the in-house supplier's disaster reduction activity management system. Method: The requirements for the supplier strategy specified in the enterprise disaster management standard were identified, the application cases of agency A and supplier B were reviewed, and procedures for reinforcing the linkage of the disaster reduction activity management system were derived. Result: In order to clearly define the supplier strategy, which is a requirement of the enterprise disaster management standard, and to reinforce the linkage, it was studied that the procedure applied by the ordering agency and the supplier, and a standardized procedure for sharing the results produced by the procedure were necessary. Conclusion: Among the procedures for establishing a disaster reduction activity management system for in-house suppliers, an improvement plan was proposed to reinforce the linkage of important procedures, and the proposed contents and procedures were suggested to be reflected in the enterprise disaster management standards and related norms.

• Journal of the Korean Operations Research and Management Science Society
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• v.34 no.3
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• pp.85-104
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• 2009

Managers have come to realized that a large and increasing amount of sources for a corporate competitive advantage can be found in their company's supply chain. At a fundamental level, there is a similar consensus that building a collaborative supply management is a more effective way of managing firms' supply chains. This paper is an attempt to examine the effects of collaborative supply management by probing a mechanism which shows how competences and/or performance are transferred from suppliers to markets through the supply chains. Research hypotheses regarding the relationships between collaborative supply management, supplier Performance, buyer internal performance (new product development and operational performance), and buyer market performance were empirically validated by utilizing a structural equation modeling analysis. The research result Indicates the positive impacts of a collaborative supply chain on supply performance as well as buyer internal and market performance, which also well illustrate how the improved competence and/or performance of suppliers engendered from the supplier-buyer collaboration flows throughout the entire supply chain.

• IE interfaces
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• v.14 no.3
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• pp.236-246
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• 2001

The purpose of the study is to identify specific tools and joint practices used in customer-supplier partnerships and to investigate performance outcomes resulting from using the identified tools and joint practices. To achieve the purpose, related literatures in the area of marketing, purchasing, and management systems engineering are reviewed. Successful and world-class supply and/or supplier management cases are examined in-depth as well. Before addressing the purpose of this study, quality experts' assertions on and historical perspective of Supply Chain Management(SCM) and general issues on customer-supplier partnerships are also mentioned.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1998.10a
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• pp.83-86
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• 1998

In many industries, competitive advantage is rapidly shifting to the management of suppliers. Especially, in the automotive industry, suppliers' manufacturing performance influences the quality of automobiles which are assembled by motor companies. This study seeks to identify dominant types of buyer-supplier relationships and to examine suppliers' performance difference according to types of buyer-supplier relationships. The findings indicate that the supplier's production performance in the cooperative relationship is higher than that of the suppliers in the other relationships. And then this study examines the relationships between interfirm asset specificity and suppliers' performance. The findings indicate that the greater the interfirm human asset cospecialization and physical asset specialization, the higher the supplier's market and production performance.

• 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.

• Management Science and Financial Engineering
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• v.4 no.2
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• pp.59-75
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• 1998

This paper presents an incentive system to reduce response time from a supplier. The incentive system is expressed as a contract between an assembler and a supplier who have a long-term relationship. We produce the optimal payment scheme and expected total cost, when the assembler is farsighted. We show that the farsighted assembler obtains higher effort level from the supplier than the myopic assembler. We also show that the expected total cost of the farsighted assembler is smaller in the long run, although it is initially higher than that of the myopic assembler.