• Proceedings of the Korean DIstribution Association Conference
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• 2006.08a
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• pp.119-131
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• 2006

Reverse logistics (RL) covering the flow of products/parts in a reverse direction from product returns to product disposal. Companies are faced with a decision on whether to manage RL in house or to outsource it to a RL third party service provider (3PSP). A survey was conducted in 2004 to study RL outsourcing practices. Through the survey, various RL functions outsourced in industry are identified, and the factors considered to decide between in-house vs. outsourcing RL management are studied along with their importance. In addition, this research presents the performance measures of a 3PSP and problems faced by companies while managing RL in-house and outsourcing.

• Korean Management Science Review
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• v.20 no.2
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• pp.151-163
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• 2003

Although there has been growing interests in outsourcing the logistics sectors in the industry, not much research was undertaken to provide the processes and standards in choosing the right 3PL for the company. In this research, we attempt to provide the 3PL selection criteria and its priority orders. We surveyed and interviewed the various industry experts and analyzed results using Analytic Hierarchy Process(AHP). The study reveals that manufactures and logistics companies have different understanding of the selection criteria and priorities in outsourcing the 3PL.

• Journal of Distribution Research
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• v.2 no.1
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• pp.197-213
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• 1997

It is becoming very difficult for a single company to perform every process and activity required to bring its product or service to market in a competitive manner. Consequently, we are observing a dramatic paradigm shift, with companies moving from performing all activities in-house to selective outsourcing for non-core elements of their business. Through outsourcing, companies can focus on their core competencies, reduce costs, improve quality and increase flexibility. Companies today can no longer afford to ignore the potential opportunities realized through mutually beneficial outsourcing relationships with third-party suppliers. The outsourcing opportunities exist in almost every business process. Many successful companies have implemented effective outsourcing relationships with third party suppliers to gain competitive advantage in a wide range of areas. However, in terms of logistics, it is not so easy to find those companies in our country. Consequently, this paper reviews previous researches and describes several topics in third party logistics such as advantages and disadvantages, how can we select third party suppliers, and so on.

• Korea Journal of Hospital Management
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• v.18 no.3
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• pp.83-105
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• 2013

The purpose of this study is to make managerial information regarding outsourcing more concrete by identifying and evaluating how outsourcing as an useful strategic tool for hospitals influences organizational effectiveness. The survey was performed to 311 general hospitals and tertiary hospitals, and 63 questionnaires were recovered and analyzed. As the result of measuring organizational effectiveness after introduction of outsourcing, non-financial performance(3.34) was higher than financial performance(3.25) and satisfaction(3.08). According to the characteristics of organizational structure, financial performance showed statistically significant difference when categorizing the hospitals. It was higher in the general hospitals than in the tertiary hospitals. In addition, the hospitals that outsource the logistic and patient affairs parts have higher financial performances than non-financial ones. Especially, there was statistically significant difference depending on the sub-parts of the logistics, which means the hospitals outsourcing the logistic part have higher financial performance than the hospitals without outsourcing the logistics.

• Journal of Korea Port Economic Association
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• v.30 no.2
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• pp.145-172
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• 2014

Automobile industry has several characters such as high level of specialization, large volume of production, which plays a big barrier to entry of the industry. Therefore logistics outsourcing of automobile manufacturing company tends to make long-term contract with logistics service provider which also makes it difficult to outsource their logistics business to many different types of companies. Some vehicle manufacturing companies tend to outsource their several logistics to several companies while others outsource very limited number of logistics companies even only one company exclusively. This study aims to investigate various type of logistics outsourcing in terms of advantages and disadvantages and then carry out case study for Hyundai Glovis which is a global logistics company managing logistics service of Hyundai car maker in Korea. The focus is on how it can provide innovative and efficient logistics service with integration of global supply chain of Hyundai Automobile company.

• International Commerce and Information Review
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• v.11 no.2
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• pp.49-66
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• 2009

The DDA negotiations, in 9th multilateral trade round, has focused on nine sectors including agriculture, non-agricultural market access, and service. After August 2004, member countries have intensified negotiations in order to reduce gaps between countries perspective. So most attention of members countries has been focused on agricultural trade and non-agricultural market access. Agricultural negotiation confront tough challenges because of different positions among members countries, and are not expected to reach perfect forms of modalities. Nevertheless based on the fact that many countries nearly reached agreement on some core. Under this circumstance, Korea has to prepare more practical strategics and more effective individual commitments to minimized the agricultural market opening. The other way, some Korean agricultural products will be exported by the DDA negotiation. Recently the understanding of Third-Party Logistics and Logistics Outsourcing are receiving increased attention as means of becoming competitive in agricultural products export improvement. So this paper presents a in-depth analysis for third-party logistics and its implications for Korea agricultural product export system improvement in E-trade Era.

• Journal of Korean Institute of Industrial Engineers
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• v.32 no.2
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• pp.91-97
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• 2006

The vehicle routing problem with time windows (VRPTW) is an important problem in third party logistics and supply chain management. We extend the VRPTW to the VRPTW with overtime and outsourcing vehicles (VRPTWOV) which allows the overtime of drivers and the possibility of using outsourcing vehicles. This problem can be applied to third party logistics companies for managing central distributor-local distributors, local distributor-retailers (or customers), and a manufacturer. We develop a mixed integer programming model and a genetic algorithm. Computational results demonstrate the efficiency of the developed genetic algorithm. We also develop a decision support system based on this genetic algorithm.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.68
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• pp.149-169
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• 2015

Recently, it's a trend that the third party outsourcing logistics will be increased a logistics flow from law material to final products. The government also works on promoting logistics company as securing the expertise for strengthen logistics industry and secure competitiveness. Nevertheless, logistics market have been divided by polarization between small logistics company and major company. Also a labor who work for logistics is being caused by worsened working conditions. That is one of results of the survey. Almost 50% of response are they have not been aware of FTA and have not known to need the FTA. Many respondents said that entering the overseas logistics or a new way like FTA will be difficult to take part in. Therefore I suggest several examples in this paper to encourage a vitalization of small logistics company through the multilateral FTA. Now our country needs to make an effort to maximize connections between multilateral FTA and policy effect by signing FTA with many countries and extending Economic territory. This effect can completely cope with the improvement of economic interests, establishing regional integration strategy and change of global supply chain. Therefore, a small business logistics have to make their competitiveness & a new dealing market in the future.

• The Journal of Information Technology
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• v.8 no.4
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• pp.9-25
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• 2005

The Understanding of The New Paradigm of Logistics Management is very important competitive factors. Especially, Logistics Outsourcing are receiving increased attention as means of becomming competitive in globally challenging environment So, This paper presents a in-depth analysis for New logistics management recently and suggest that third-party logistics and its implications for korea logistics strategy is most effectively new logistics management.

• Korea Journal of Hospital Management
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• v.8 no.4
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• pp.59-75
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• 2003

This study was conducted to investigate the degree of utilization of outsourcing in large hospitals in Korea. We also investigated the outcome and the level of satisfaction for adopting outsourcing in these hospitals. Types of work areas that were currently operated by outsourcing and were planned to adopt outsourcing in the future were identified. A total of 83 hospitals were eligible for this study, which had more than 500 beds, and were identified from the 2003 National Hospital List published by the Korean Hospital Association. A self-administered Questionnaire survey was conducted between April 25th and May 20th in 2003 with a personnel being charged of arrangement of outsourcing in each hospital. Among the 58 hospitals responding the survey(response rate=69.9%), 49 hospitals(84.5%) utilized outsourcing in at least one work field in their organizations. The largest proportion of the hospitals(85.7%) using outsourcing responded that the biggest outcome after introducing outsourcing were cost reduction(49.0%), followed by improved efficiency in operating the organization or human resources(34.7%) and the improved quality of the work(6.1%). The degree of satisfaction for outsourcing among the hospital managers(3.43) was significantly higher than that among the employees(3.l4) on a S-point Likert-type scale(p<0.05). Among the 7 work areas, the hospitals used outsourcing most frequently in facility management(housekeeping, building maintenance, hospital security and parking management), followed by non-medical profit business(funeral, convenient store, and cafeteria), logistics(provision of patient meal, in-house delivery, and purchasing), and information and computing system(hospital information system, maintenance of personal computers and printers). The work areas that the hospitals planned to adopt or expand the outsourcing in the future most frequently were facility management, non-medical profit business, logistics, and information and computing systems. In conclusion, outsourcing was highly diffused in large Korean hospitals, particularly in the work field of facility management and non-medical profit business. The satisfaction for outsourcing was not high yet in Korean hospitals.