• International Commerce and Information Review
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• v.18 no.2
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• pp.131-150
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• 2016

As global partnership is recently getting important in order to establish supply chain network in global managing environment, companies tend to improve quality and warranty in SCM(Supply Chain Management) by certifying ISO(International Organization for Standardization). This research investigated structural relationship how strategic and operational ISO application level and trust, immersion, collaborative factors in partnership process affect to companies business performance. This research was surveyed with 147 manufacturing companies in South Korea and conducted empirical analysis using Structural equation model. The research hypothesis and model was derived from the basis of existing theory and empirical research, and obtained the following results. Firstly, the strategic ISO level showed positive(+) effect on trust and immersion factor. Second, the operational ISO level showed positive(+) effect on trust and collaborative factor. Third, trust factor in the partnership process showed positive(+) effect on immersion factor. Lastly, collaborative factor in partnership process showed positive(+) effect on companies business performance. Implication for this research is that companies must consider ISO application in establishing partnership and companies require prolonged effort using trust, immersing, collaborative factors into partnership process to improve business performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.4
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• pp.1923-1931
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• 2014

A value creation is understood as important business strategy these days in both academics and industry. But this phenomenon is not fully understood based on systematized framework. In this paper, we summarized value research trend based on exploratory research and inductive reasoning by exploring both international and domestic journals. And we built a research framework that can analyze value creation between supplier and customer. Value research prior to 2004 is primarily divided into values of goods or services and relationship values. After 2004, service-dominant (SD) logic has been outlined. There are other research trends to see the relationship value in terms of relationship benefits and relationship in the network or supply chain. 4 critical resource types (financial resource, knowledge resource, efficiency resource, and intellectual resource) and 5 competence types (relational capability, collaboration capability, innovation capability, managing capability) are constructed as principal factors for value creation from inductive reasoning based upon a resource-based view (RBV) and a competence-based view (CBV). The research framework was built based on 4 resources and 4 competences.

• Journal of Fashion Business
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• v.23 no.6
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• pp.86-100
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• 2019

This study analyzed the characteristics of vegan fashion produced by H&M and ZARA with respect to materials, design, development, production, and marketing to create social value. The results of this study are significant because they can be used as a reference to develop a vegan fashion market. Regarding the research method, this study assessed the concept and status of veganism through a literature review and examined vegan fashion case studies by analyzing official websites and media content. The study's scope covers the period from 2005, when H&M was the first SPA brand to create a vegan product line, until 2019. The characteristics of Global SPA's vegan fashion were as follows. Regarding materials, alternative materials were developed and an expanded use of organic materials was implemented. Regarding design, development was achieved through design collaboration and upcycling. In terms of production, an animal welfare policy was adopted and a sustainable supply chain was established. Marketing employed a campaign aimed at encouraging increased consumer participation. The findings regarding the social value of H&M and Zara's vegan fashion were as follows. First, a cyclical economy was realized through circular recycling in the entire process of resource selection, production, and waste disposal. Second, because product consumption indicated the importance of ethical consumption and sustainable consumer participation, corporate financial activities were created based on shared values to accomplish the social outcome. Third, collaborations with luxury brands or vegan fashion designers built a collaborative ecosystem in which vegan fashions were released and consumer participation campaigns were implemented.

• International conference on construction engineering and project management
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• 2020.12a
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• pp.343-352
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• 2020

Modular integrated construction (MiC) is an innovative construction method where components of a building are manufactured in an offsite factory, trucked to the job site in sections, set in place with cranes, and assembled together to form a whole building. Where circumstances merit, favorable conditions exist and implemented effectively; MiC improves project performance. However, several key factors need to converge during implementation to realize the full benefits of MiC. Thus, a thorough understanding of the factors which are critical to the success of MiC projects is imperative. Drawing on a systematic review of 47 empirical studies, this research identified 25 key success factors (KSFs) for MiC projects. Of these, the five topmost cited KSFs for MiC projects include effective working collaboration and communication among project participants; standardization, optimization, automation and benchmarking of best practices; effective supply chain management; early design freeze and completion; and efficient procurement method and contracting. The study further proposed a conceptual model of the KSFs, highlighting the interdependences of people, processes, and technology-related KSFs for the effective accomplishment of MiC projects. The set of KSFs is practically relevant as they constitute a checklist of items for management to address and deal with during the planning and execution of MiC projects. They also provide a useful basis for future empirical studies tailored towards measuring the performance and success of MiC projects. MiC project participants and stakeholders will find this research useful in reducing failure risks and achieving more desired performance outcomes. One potential impact of the study is that it may inform, guide, and improve the successful implementation of MiC projects in the construction industry. However, the rigor of the analysis and relative importance ranking of the KSFs were limited due to the absence of data.

• International conference on construction engineering and project management
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• 2013.01a
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• pp.640-647
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• 2013

Building Information Modelling (BIM) has become the new international benchmark for efficiency in design, construction and maintenance of buildings. It is the platform that brings about collaboration between project stakeholders and improvement of project outcomes. With all its potentials, not much of the impact of BIM technologies has been felt in the Nigerian construction industry. This research aimed at assessing the readiness of the Nigerian building design firms to adopt BIM technologies. The research was exploratory in nature. A field survey was conducted with the use of structured questionnaire, self administered to a sample of building design consultancy firms (architectural, structural, M&E, quantity surveying, and multi-disciplinary design firms) within Abuja and Kaduna. The questionnaire sought the perception of the responding firms on the factors affecting BIM adoption in the Nigerian construction industry, and their level of readiness to adopt BIM technologies in their practices based on the four categories of readiness-management, people, process and technology. 42.26% response rate was achieved and used for analysis. ANOVA and DUNCAN post-hoc tests were used to establish the differences between the responses of the groups of firms, while means and standard deviations were obtained to establish the important factors affecting BIM adoption in Nigeria. The survey revealed that all the groups of Nigerian design firms are appreciably ready for the adoption of BIM technologies in their practice, with slight variations in their respective levels of readiness. 'Lack of awareness of BIM technology among professionals' and clients and 'lack of knowledgeable and experienced partners' were identified as the most important barriers of BIM adoption in Nigeria; while the most significant drivers are 'availability of well trained professionals' and 'cooperation and commitment of professional bodies to the adoption'. Education and training of building design professionals and cooperation of all stakeholders in the design and construction supply chain were recommended as part of measures to ensure successful adoption of BIM in the Nigerian construction industry.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.10 no.9
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• pp.2290-2299
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• 2009

This study aims to analyze the importances of various SCM adoption factors suggested in precedent researches with AHP. SCM adoption factors were categorized by four types: organization factor, transaction factor, relation factor, and information factor. Each factor has sub-factors. Organization factor has five sub-factors: adoption strategy, support of CEO, maturity of information technology, development of assessment system, and innovation leadership. Transaction factor has three sub-factors: transaction period, delivery/quality, and shared goal. Relation factor has five sub-factors: trust, collaboration, inter-dependence, conflict, and immersion. Information factor has three sub-factors: information quality, information share, and information exchange. There are sixteen sub-factors altogether. Analyzing the importances of SCM adoption factors with AHP, the importance of organization factor(.387) ranked the highest. Relation factor(.291), information factor(.167), and transaction factor(.155) followed. Putting the analysis results of primary hierarchy factors and secondary hierarchy factors together, support of CEO(.169) ranked the highest and trust(.124), adoption strateg (.089), share goal(.081), information exchange(.069), collaboration(.064), and information share (.057) followed.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.4
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• pp.97-115
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• 2017

The Purpose of this is to Examine the Effects of Collaborative Relations of Supplier- Buyer, Sustainable Supply Chain Management(SCM) Sctivities, and Collaborative Performance in Automobile-part Companies. The Proposed Research Model is Tested using Structural Equation Modeling for Hypotheses based on the Data Collected from 274 Firms. The Results Indicate that Collaborative Relations of Supplier-buyer Positively Affect Sustainable SCM Activities. In Addition, Sustainable SCM Activities Positively Affects Collaborative Performance. The Results of the Study Show that Collaborative Relations of Supplier-buyer is Positively Associated with Sustainable SCM Activities in both Supplier and Buyer Firms. Sustainable SCM Activities have a Significant Impact on Collaborative Performance in both Parts. In Addition, Collaborative Relations of Supplier-buyer have a Significant Impact on Collaborative Performance of Buyer Firms but Supplier. This Study would Provide Useful Information for Collaboration between Supplier and Buyer to have a Long-term Strategic Relationship on Sustainable SCM Activities, which Impact on Collaborative Performance and Competitive Advantages.

• Journal of Platform Technology
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• v.9 no.1
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• pp.15-22
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• 2021

In a smart manufacturing environment, more and more devices are connected to the Internet so that a large volume of data can be obtained during all phases of the product life cycle. The large-scale industries, companies and organizations that have more operational units scattered among the various geographical locations face a huge resource consumption because of their unorganized structure of sharing resources among themselves that directly affects the supply chain of the corresponding concerns. Cloud-based smart manufacturing paradigm facilitates a new variety of applications and services to analyze a large volume of data and enable large-scale manufacturing collaboration. The manufacturing units include machinery that may be situated in different geological areas and process instances that are executed from different machinery data should be constantly managed by the super admin to coordinate the manufacturing process in the large-scale industries these environments make the manufacturing process a tedious work to maintain the efficiency of the production unit. The data from all these instances should be monitored to maintain the integrity of the manufacturing service system, all these data are computed in the cloud environment which leads to the latency in the performance of the smart manufacturing service system. Instead, validating data from the external device, we propose to validate the data at the front-end of each device. The validation process can be automated by script validation and then the processed data will be sent to the cloud processing and storing unit. Along with the end-device data validation we will implement the APM(Asset Performance Management) to enhance the productive functionality of the manufacturers. The manufacturing service system will be chunked into modules based on the functionalities of the machines and process instances corresponding to the time schedules of the respective machines. On breaking the whole system into chunks of modules and further divisions as required we can reduce the data loss or data mismatch due to the processing of data from the instances that may be down for maintenance or malfunction ties of the machinery. This will help the admin to trace the individual domains of the smart manufacturing service system that needs attention for error recovery among the various process instances from different machines that operate on the various conditions. This helps in reducing the latency, which in turn increases the efficiency of the whole system

• Journal of Venture Innovation
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• v.7 no.1
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• pp.167-182
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• 2024

The aim of this study is to empirically explore the operational spillover effect among companies within chaebol groups, prominent corporate conglomerates in South Korea. Chaebols are known for their horizontal and vertical integration, fostering close collaboration among their constituent companies from a supply chain standpoint. Existing literature highlights the sharing of tangible and intangible resources within chaebol structures, leading to increased efficiency by minimizing transaction costs through resource sharing. This research investigates whether operational management performance within chaebol structures can be transmitted through cooperative resource utilization. To achieve this objective, we categorize leading companies and affiliate companies within chaebols and examine whether the operational management performance of leading companies significantly influences that of affiliate companies. Data on conglomerates, as defined by the Korea Fair Trade Commission, were collected, along with information on companies within these groups. Subsequently, the company with the highest revenue within each group was identified as the leading company, while the remaining companies were designated as affiliate companies. Our analysis reveals a significant positive relationship between the performance of inventory and facility resource management of leading companies and that of affiliate companies. This study sheds light on the transfer of operational management performance within conglomerates from a managerial perspective, underscoring the importance of reinforcing cooperation systems within the chaebol group. Furthermore, this research contributes to the academic discourse by delineating conglomerates from an operational management perspective and empirically demonstrating the transfer effect of operational management performance.

• Journal of Venture Innovation
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• v.4 no.2
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• pp.57-75
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• 2021

KHNP's shared growth activities are based on such public good. Reflecting the characteristics of a comprehensive energy company, a high-tech plant company, and a leading company for shared growth, it presents strategies to link performance indicators with its partners and implements various measures. Key tasks include maintaining the nuclear power plant ecosystem, improving management conditions for partner companies, strengthening future capabilities of the nuclear power plant industry, and supporting a virtuous cycle of regional development. This is made by reflecting the specificity of nuclear power generation as much as possible, and is designed to reflect the spirit of shared growth through win-win and cooperation in order to solve the challenges of the times while considering the characteristics as much as possible as possible. KHNP's shared growth activities can be said to be the practice of the spirit of the times(Zeitgeist). The spirit of the times given to us now is that companies should strive for sustainable growth as social air. KHNP has been striving to establish a creative and leading shared growth ecosystem. In particular, considering the positions of partners, it has been promoting continuous system improvement to establish a fair trade culture and deregulation. In addition, it has continuously discovered and implemented new customized support projects that are effective for partner companies and local communities. To this end, efforts have been made for shared growth through organic collaboration with partners and stakeholders. As detailed tasks, it also presents fostering new markets and new industries, maintaining supply chains, and emergency support for COVID-19 to maintain the nuclear power plant ecosystem. This reflects the social public good after the recent COVID-19 incident. In order to improve the management conditions of partner companies, productivity improvement, human resources enhancement, and customized funding are being implemented as detailed tasks. This is a plan to practice win-win growth with partner companies emphasized by corporate social responsibility (CSR) and ISO 26000 while being faithful to the main job. Until now, ESG management has focused on the environmental field to cope with the catastrophe of climate change. According to KHNP is presenting a public enterprise-type model in the environmental field. In order to strengthen the future capabilities of the nuclear power plant industry as a state-of-the-art energy company, it has set tasks to attract investment from partner companies, localization and new technologies R&D, and commercialization of innovative technologies. This is an effort to develop advanced nuclear power plant technology as a concrete practical measure of eco-friendly development. Meanwhile, the EU is preparing a social taxonomy to focus on the social sector, another important axis in ESG management, following the Green Taxonomy, a classification system in the environmental sector. KHNP includes enhancing local vitality, increasing income for the underprivileged, and overcoming the COVID-19 crisis as part of its shared growth activities, which is a representative social taxonomy field. The draft social taxonomy being promoted by the EU was announced in July, and the contents promoted by KHNP are consistent with this, leading the practice of social taxonomy