• 한국항만학회지
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• 제13권2호
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• pp.199-214
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• 1999

Recently leading edge companies use the Supply Chain Management as a competitive weapon to secure and maintain customer loyalty. As a consequency they are concentrating resources on the company’s core business and employing strategic alliances with third-party providers to ensure the company provides its customers’desired logistics service levels at acceptable costs. Under this circumstances this paper surveys the third party logistics as a leading edge logistics industry coping with the progress of the supply chain management. The status and the type of the TPL including the Forwarder are analyzed in the view point of global logistics. Also the development strategy of third party logistics in the future is suggested.

• 산업경영시스템학회지
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• 제40권2호
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• pp.137-144
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• 2017

The business process of global third party logistics company is defined as a network of logistics activities which involves the products that are manufactured in the developing countries, such as Vietnam, China and so on, and delivered to North or South American countries via intermediate stopover sites. The third party logistics company usually uses proprietary logistics information system to support the related logistics activities. However, each consignor sometimes may require different business process based on the customer type or characteristics of their products. Therefore, the third party logistics company need to modify their business process to reflect customer's requirements, resulting in the modification of logistic information systems and additional costs. Therefore, a flexible mechanism is required to efficiently support the various types of requirements by the owners of the products. In this paper, first, we figured out various business rules related to third party global logistics activities. Second, we grouped the identified business rules into business processes, objects, relations, dependency, policy, representations, execution, and resources and further into precondition, postcondition, and invariant based on checking point in time. Furthermore, the categorized rules are classified into inter-activity and intra-activity rules based on the execution range. Third, we proposed a rule syntax to describe the defined rules into scripts which are understood by user and information system together. When each activity is executed, the rule manager checks whether there are rules related with the activity execution. Finally, we developed a prototype rule management system to show the feasibility of our proposed methodology and to validate it with an example.

• 한국항해항만학회:학술대회논문집
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• 한국항해항만학회 1999년도 추계학술대회논문집
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• pp.43-57
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• 1999

Recently, leading edge companies use the Supply Chain Management as a competitive weapon to secure and maintain customer loyalty. As a consequence, they are concentrating resources on the company's core business and employing strategic alliances with third-party providers to ensure the company provides its customers' desired logistics service levels at acceptable costs. Under this circumstances, this paper surveys the third party logistics as a loading edge logistics industry coping with the progress of the supply chain management. The status and the type of the TPL including the Forwarder are analyzed in the view point of global logistics. Also, the development strategy of third party logistics in the future is suggested.

• 한국항해항만학회지
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• 제35권1호
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• pp.101-112
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• 2011

최근 물류를 가장 효과적으로 수행할 수 있는 물류관리의 한 형태로 제3자 물류가 가장 유용한 수단으로 관심을 받고 있다. 그러나 물류의 이러한 추세 속에서도 물류를 아웃소싱하지 않고 자사가 직접 물류활동을 수행하면서, 그에 못지않게 경쟁력을 확보하면서 물류를 수행하는 기업도 적지 않다. 이를 상황적합이론 관점에서 보면, 기업이 처한 물류 환경 및 특성에 따라 적합한 물류관리 유형은 달라지게 되며, 이러한 적합관계에 따라 물류성과도 달라지게 된다. 본 연구는 이러한 맥락에서 기업의 물류특성과 물류관리유형 간의 적합관계와 이들의 적합관계에 따른 물류성과의 차이를 실증적으로 분석하였다. 실증분석 결과 물류업무의 중요성과 물류업무 비중 및 수출비중이 높을수록 제3자 물류가 적합관계를 이루며, 물류비 비중이 높을수록 자사물류가 적합관계를 이루는 것으로 나타났다. 그리고 기업의 물류특성과 물류관리 유형간의 적합관계를 이루는 기업이 그렇지 않은 기업보다 물류비용 절감효과와 물류운영 효율성이 높은 것으로 나타났다.

• 대한교통학회지
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• 제19권1호
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• pp.17-28
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• 2001

본 연구의 목적은 기업과 소비자간 전자상거래에서 물류운송체계의 물류비용을 상품운송 유형에 따라 분석하는 것이다. 먼저 물류운송체계를 3가지 유형 즉, 공급업체에서 소비자에게 직송하는 방법(유형 I), 자가물류업체를 통해 각 권역에 운송센타를 두어 운송하는 방법(유형 II), 3자 물류업체에게 운송에 관한 모든 일체를 위임하는 방법(유형 III)으로 분류하고 각 유형의 물류비 항목을 운송비, 보관비, 물류정보비로 구성하였다. 전자상거래에서의 물류는 다품종 소량 다빈도 특성을 가지고 있고, 주문특성 및 상황에 따라 소요물류비용이 변한다. 그러므로 본 연구에서는 대상권역의 주문에 대한 1일 주문건수 운송거리, 운송량, 그리고 1일 배정화물트럭대수에 따라 변하는 물류비용함수를 도출하였고, 가상네트웍을 구성하여 시뮬레이션 함으로서 각 운송유형의 주문특성에 따른 물류비용의 변화를 분석하였다. 하지만, 본 연구는 공급업체의 물류인프라와 운송서비스 시간에 대한 고려를 하지 않았기 때문에 현실에 적용하기에 한계가 있다. 만일 이에 대한 연구가 보충된다면 전자상거래에서 일정 단위기간 동안 상품운송에 소요되는 물류비를 좀더 정확히 추정하여 전자상거래에서의 효율적인 화물운송방안을 제시할 수 있을 것이다. 본 연구의 결과로 전자상거래에서의 1일 주문발생 빈도와 공급상품의 중량. 그리고 운송거리에 따라 변하는 물류비용을 추정할 수 있다.

• 한국항만경제학회지
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• 제30권2호
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• pp.145-172
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• 2014

자동차산업은 높은 수준의 전문화, 많은 생산량과 같은 특징을 가진 진입장벽이 높은 산업중 하나이다. 자동차 제조기업의 물류아웃소싱은 여러 회사에 아웃소싱을 주기보다는 특정 물류 서비스에 대해 독점 제공업자와 장기계약을 체결하거나, 한 개 이상의 물류서비스제공업자에게 물류의 특정영역 혹은 전부를 맡기는 계약을 체결하기도 한다. 본 연구의 목적은 서로 다른 물류아웃소싱 전략을 활용하고 있는 자동차 제조기업의 특성에 대한 분석을 통해 자동차 제조기업의 물류아웃소싱 유형별 특징을 도출하고, 장 단점을 비교하여 시사점을 제시하는 데 있다. 특히 우리나라 현대-기아차의 물류를 담당하고 있는 현대글로비스 사례를 중심으로 물류혁신과 효율적인 물류서비스 제공이 글로벌 공급사슬통합에 어떠한 효과를 미치는지에 대해 분석하였다.

• 유통과학연구
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• 제12권4호
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• pp.41-46
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• 2014

Purpose - This study focused on providing strategic findings that make significant sense for companies that are looking for a future outsourcing strategy. The study analyzes the results of outsourcing in the information logistics systems field and verifies the results through experimental study of the performance delivered by logistics outsourcing types. Research design, data, and methodology - The study sample was assembled based on a random sampling method used to extract the initial 451 companies from a list of Korean distributors, wholesalers, and retailers. Following that sample process, 423 companies were confirmed by verifying their e-mail address and contacts (telephone and fax numbers), and were selected as initial research subjects. We reduced that number to 331 companies for the survey sample through telephone interviews in advance with the 423 companies that were targeted, in order to verify whether they are in the field of outsourcing of information logistics systems. The period of the survey extended from November 10, 2013 to January 10, 2014. The number of collected surveys totaled 181. We reviewed the contents of the survey responses, and reduced the number of research subjects to 175. In this study, we used a standard analysis to investigate whether there is a difference in distribution results based on different types of outsourcing information in the logistics system field and, through T-verification, we investigated whether the difference between distribution results in each group resulting from that standard analysis is statistically significant. Results - These results show that there is a difference in distribution outcome, based upon type of distribution outsourcing. In addition, we determined that they are meaningful results by confirming that, for usability and to improve the capabilities of a third-party logistics service supplier, both the choice of reasonable outsourcing types and the enhancement of various types of alliances are very important success factors. Taken together these study results, with a goal of enhancing the distribution capabilities of a Korean distributor, can be implemented to enhance management results achievable by supplying an information logistics system in the form of strategic outsourcing rather than in the form of simple outsourcing. In addition, the outcomes of logistics distributors in Korea that are using outsourcing in the logistics information systems field show high performance results in commercial endeavors in the following order: competitive, pre-competitive, non-competitive, and pro-competitive. Conclusions - This study focused on providing strategic findings. However, in the case of outsourcing in the field of information logistics systems of Korean distributors, there has been a focus on simple outsourcing rather than on strategic outsourcing; furthermore, there has been a concentration on non-competitive forms instead of pro-competitive forms, which could achieve better distribution results. This discussion is presented in more detail in the analysis results of this study.

• Industrial Engineering and Management Systems
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• 제11권3호
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• pp.288-298
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• 2012

Lot sizing and shipment scheduling are two interrelated decisions made by a manufacturing plant and a third-party logistics distribution center. This paper analyzes a dynamic inbound ordering problem and shipment problem with a freight container cost, in which the order size of multiple products and single container type are simultaneously considered. In the problem, each ordered product placed in a period is immediately shipped by some freight containers in the period, and the total freight cost is proportional to the number of containers employed. It is assumed that the load size of each product is equal and backlogging is not allowed. The objective of this study is to simultaneously determine the lot-sizes and the shipment schedule that minimize the total costs, which consist of production cost, inventory holding cost, and freight cost. Because the problem is NP-hard, we propose three meta-heuristic algorithms: a simulated annealing algorithm, a genetic algorithm, and a new population-based evolutionary meta-heuristic called self-evolution algorithm. The performance of the meta-heuristic algorithms is compared with a local search heuristic proposed by the previous paper in terms of the average deviation from the optimal solution in small size problems and the average deviation from the best one among the replications of the meta-heuristic algorithms in large size problems.