• IE interfaces
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• v.19 no.1
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• pp.53-61
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• 2006

We propose a new supply chain planning methodology for both a manufacturer and a distributor in order to find a global supply chain plan for functional product markets. Functional products as opposed to innovative products include the staples that people buy regularly from their nearby places to satisfy basic needs. In the functional product market, the distributor has an initiative of supply chain control and planning with a freedom to request any profit maximizing order quantities until the manufacturer refuses, whereas the manufacturer may not provide more than requested. In this paper, two independent agents on behalf of the manufacturer and the distributor are introduced, and supply chain planning can be conducted by collaboration between them. In addition, mathematical models and a numerical example are presented to show the possibility of the proposed methodology.

• Journal of Distribution Science
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• v.11 no.12
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.43 no.2
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• pp.120-125
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• 2020

Supply chain managers seek to achieve global optimization by solving problems in the supply chain's business process. However, companies in the supply chain hide the adverse information and inform only the beneficial information, so the information is distorted and cannot be the information that describes the entire supply chain. In this case, supply chain managers can directly collect and analyze supply chain activity data to find and manage the companies described by the data. Therefore, this study proposes a method to collect the order-inventory information from each company in the supply chain and detect the companies whose data characteristics are explained through deep learning. The supply chain consists of Manufacturer, Distributor, Wholesaler, Retailer, and training and testing data uses 600 weeks of time series inventory information. The purpose of the experiment is to improve the detection accuracy by adjusting the parameter values of the deep learning network, and the parameters for comparison are set by learning rate (lr = 0.001, 0.01, 0.1) and batch size (bs = 1, 5). Experimental results show that the detection accuracy is improved by adjusting the values of the parameters, but the values of the parameters depend on data and model characteristics.

• Knowledge Management Research
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• v.19 no.4
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• pp.77-98
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• 2018

The purpose of this paper is examine the existing relations structure and IT use for collaboration activities on supply chain and their impacts on the performance of supply chain. This study made a design of the research model that was further constructed by integrating the relationship structure, IT exploration, IT exploitation, supply chain collaboration, absorptive capacity, and knowledge creation, efficiency and efficient. The survey data were collected from 378 companies, where firms are facing increased global competitive pressure and heavily utilize SCM to retain their competitive advantages. The authors validated a measurement model with structural equation modelling and tested eight hypotheses. As a result, the absorptive capacity was closely related to trust, IT exploitation and IT exploration, but supply chain collaboration. Examining the effect of supply chain collaboration with two types of absorptive capacity, the authors found positive effect on potential absorptive capacity, but a non-significant effect on realized absorptive capacity. This finding suggests that the improving performance of supply chain not only is related to the relations structure and IT use on supply chain, but also is closely related to the absorptive capacity.

• Journal of Distribution Science
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• v.12 no.5
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• pp.33-40
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• 2014

Purpose - This paper aims to review cold chain management, especially in the pharmaceutical industry, to explore the cold chain process of delivering temperature-sensitive pharmaceutical products, and to identify areas for further development. Research design, data, and methodology - The paper, based on literature review and corporate analysis, reviews the development and status of the cold supply chain system, including its important role in the pharmaceutical industry. Results - Logistics in this field requires more stages than are typically needed. Due to the unique characteristics of the market, few companies can provide the services; currently, only few global companies with large networks and high technologies can afford to do so. Expanding pharmaceutical markets to meet global demand will require cold chain development, especially in "pharmerging" markets. Conclusions - Cold chain is a highly sensitive market in terms of products being carried within the chain that itself is a complex system. However, at the same time, it is a niche market with new opportunities. Hence, a sound cold chain infrastructure is needed to satisfy companies, governments, and customers for both commercial and public reasons.

• Journal of Contemporary Eastern Asia
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• v.20 no.2
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• pp.237-258
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• 2021

The COVID-19 pandemic has highlighted the risks of an over-concentration of supply chains in one country. It has motivated stakeholders to pursue diversification strategies. However, a paradox exists. Stakeholders have shied away from a complete decoupling and preferring to selectively enhance economic ties with China. This article explores this paradox by examining supply chain concentration in China as a form of asymmetric interdependence and the countermeasures from the U.S., Japan, Australia, and India to minimize vulnerabilities. It argues that while the COVID-19 disruptions have brought to light the risk of supply chain overconcentration in China, countermeasures are also driven by coercive diplomacy and the deepening U.S.-China rivalry. The paper also examines the feasibility of diversification efforts by focusing on the capacity and capabilities of alternative supply chain hubs. It finds that while states are actively seeking ways to prevent China from using asymmetric interdependence of supply chains and trade to gain political leverage, there are structural limits to the degree of diversification in the short to mid-term.

• International Commerce and Information Review
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• v.8 no.1
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• pp.325-336
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• 2006

This paper examines the global supply chain management strategy and business performance of Doolee Vision Co. Ltd.. Based on the analysis of eighty-seven cases, the following results were found. First, it was found that just-in-time of GSCM strategy of firm have a positive influences on the business performance in transformation sector. Second, just-in-time of GSCM strategy of firm have a positive influences on the business performance in custody sector. Third, just-in-time of GSCM strategy of firm have a positive influences on the business performance in order response and support sector. Forth, just-in-time of GSCM strategy of firm have a positive influences on the business performance in customs sector. Fifth, just-in-time of GSCM strategy of firm have a positive influences on the business performance in customer service sector. However, several limitations, such as measurement for intra-industry homogeneity, measurement for flexibility of global supply chain management strategy, and measurement for business performance of global supply chain management, that make the preceding conclusions be considered preliminary.

• International Commerce and Information Review
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• v.10 no.3
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• pp.221-238
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• 2008

This paper examined the supply chain management partnerships factors and business performance in textile industry. To build a global network, we should consider the following critical factors such as lead-time reduction, information sharing, and inventory management. The purpose of this study is to focus on QR (Quick Response) of SCM in textile industries to clarify which of the SCM factors contribute to business performance for the SCM firms. Based on the analysis of eighth-six cases, the following results were found. First, partnerships factors of supply chain management have a positively significant influence on responsiveness of supply chain management. Second, partnerships factors of supply chain management have a positively significant influence on flexibility of supply chain management. This study suggests that partnerships are main factors for the business performance. Especially, our empirical evidence shows that capacity of firms practicing SCM, information techniques, and partnerships make the firms' business performance more responsive and flexible.

• Journal of the Korean Operations Research and Management Science Society
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• v.39 no.2
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• pp.21-35
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• 2014

As productions and deliveries of multiple products to multiple marketplaces have been increasingly popular, supply chain flexibility, which refers to an ability to deal with demand and capacity uncertainty, becomes an important issue in supply chain management. However, logistics costs have been largely neglected in the literature on supply chain flexibility structure. In this paper, we propose mathematical models to investigate the impact of the logistics costs on the optimal flexibility structure. We also conduct a simulation study and observe that logistics costs have a significant impact on the decision on supply chain flexibility structure. Such conclusion is also supported by the case study of a global car manufacturer, Honda Motors.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.47 no.1
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• pp.51-59
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• 2024

Recently, ESG management has become a global trend, receiving increasing attention from stakeholders such as consumers, investors, and governments, as regulations related to ESG disclosure and supply chain due diligence have been strengthened since the United Nations Principles of Responsible Investment (UN PRI) was announced in 2006. ESG is an acronym for the environment (E), social (S), and governance (G) and is accepted as a key factor for the continuous survival and growth of a company. As a result, there are over 600 ESG management evaluation indicators operated domestically and internationally, and numerous global initiatives have emerged. Korea's Ministry of Trade, Industry and Energy also announced "K-ESG Guidelines (December 2011)" and "K-ESG Guidelines for Supply Chain Response (December 22)" to help SMEs introduce ESG management and respond to supply chain due diligence. However, small-scale manufacturing companies with poor financial, human resources, and technological capabilities face significant challenges in introducing ESG management. Accordingly, this study aims to examine the current status of ESG management adoption in small-scale manufacturing companies with less than 150 people in Korea and propose activation plan ESG management based on the diagnostic requirements of the "Supply Chain Response K-ESG Guidelines."