• 한국경영과학회지
• /
• 제26권4호
• /
• pp.23-37
• /
• 2001

This paper is concerned with the critical issue of allocating limited corporate resources among multiple products and between production and marketing functions of a functionally decentralized firm where the two geographically remote functions independently make decisions pertaining to their own decision-making domain. We attempt to demonstrate how IT can contribute to enhancing the quality of coordinating production and marketing functions from the perspective of resource allocation. To this end, we propose a prototype named ITBCS (IT-Based Coordination System) that works under LAN supported computing environments. We develop a comprehensive coordination scheme that can handle various cost functions for the resource constrained, multiple product case that huts been tittle discussed in literature. A preliminary version of ITBCS has been implemented for a hypothetical situation where LAN electronically wires distributed marketing and production computing nodes. Managerial implications are also discussed.

• 한국경영과학회지
• /
• 제26권1호
• /
• pp.45-60
• /
• 2001

As the advent of the Internet, most of the modern firms are now forced to use the internet as one of telecommunication tools for daily activities, Especially, as the decision units and/or makers in a firm become geographically dispersed due to the globalization trend, the need for integrating them effectively on the Internet is getting attention from researchers and practitioners much more than ever. In literature, this kind of need has been specially conspicuous in the need for coordinating production and marketing activities which are known as one of the typically conflicting with each other in terms of purposes. Lee and Lee(1999) has proposed an interesting coordination environment for production and marketing, named PROMISE. This paper is aimed at improving the coordination algorithm utilized in PROMISE and accordingly proposing a web-driven DSS for the purpose of transforming PROMISE into a web-based decision support platform for production and marketing coordination.

• 경영과학
• /
• 제17권2호
• /
• pp.21-37
• /
• 2000

This study proposes a Web Decision Support System (DSS) as a new approach to resolving conflicts arising at the interface of production and marketing which have traditionally been in conflict with each other. Many researchers studied on the types and resolution mechanisms of conflicts among various organizations and organizational units. However, as global and distributed operations of firms based on the Internet become a commonplace business landscape, these conflict resolution mechanisms are found very difficult to be directly applied. From this perspective, the Web DSS proposed in this study can be claimed to be appropriate for the Internet-based distributed business operations. The current related literature on the production-marketing interface shows that the possible use of the Web DSS approaches has little been studied in spite of the decent amount of research conducted on the coordination of decision making between the two functions. This paper develops the architecture of the Web DSS and demonstrates its effectiveness based on the implementation results.

• 경영과학
• /
• 제12권2호
• /
• pp.1-14
• /
• 1995

Recently Korean textile industry has been in the phase that requires its strategy change from the less-develped country style of the labor-intensive products to the developed country style of the technology-intensive products. It needs to make more efforts to develop the value-added products to meet the customer's various needs. In addition, development of technology, equipment, and design is required to implement its corporate strategy successfully. Although Korean textile companies have currently kept skillful labor and advanced equipments, they are losing their share in the international textile markets. This is mainly because corporate management has not been involved with efficient strategy. Strategy is an adoption of a company to environment by its corporate members, thus leading to the requirement of coordination of the main functions such as manufacturing and marketing. In fact, the coordination of the two departments toward reaching the corporate goal is not easy since the two are interested in different areas, respectively. Manufacturing people show their interests in production capacity, equipment layout, process technology, quality, purchasing, and labor while marketing people, target customer, product mix, advertisement, product specification, and customer service. For this reason, conflicts sometimes happen between the two departments. There are, however, many area that need a horizontal cooperation, for instance, in layout, process technology, product mix, and potential demand. Therefore, reciprocal coordination is necessary for achieving the firm's common objectives. This study was concerned with determining the factors that enhance the competitiveness of textile firms so that they could reach the common goal of the two departments with a horizontal collaboration.

• 대한안전경영과학회지
• /
• 제4권4호
• /
• pp.73-85
• /
• 2002

The supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and customers themselves. Within each organization, such as manufacturer, the supply chain includes all functions involved in filling a customer request. these functions include, but are not limited to, new product development, marketing, operation, distribution, finance, and customer service. Lean Supply chain coordination improves if all supplier of chain take actions that together increase total supply chain profits. To design of Modularity by the grouping supplier, the proposed method is to develop the most appropriate production system models in the Supply Chain Management which is necessity of the times and its importance. The objects of this study is development of model and cost analysis to the modular production system in Lean SCM. Introduction of modular production system in Lean SCM is effective in reducing the cost in processing, manufacturing, inventory holding, ordering, etc.

• 한국경영과학회지
• /
• 제21권2호
• /
• pp.171-186
• /
• 1996

This paper comes from an observation that overemphasis on capacity utilization meausre, which is usual under capacity shortage, can seriously hurt the firm's profit and potential process improvement. We suggest a model that can be used in designing a coordination scheme for decentralized marketing and manufacturing activities. Using a price and time-sensitive demand and capacitated lotsizing model, we derive an effective communication medium betwen marketing and manufacturing. This Balance Indicator of process capacity and flexibility also implies that the increase in capacity availability and setup time reduction should be balanced by its market requirements. This is particularly important when a firm tries to improve its process capability by kaizen. Further, the model can be used to show the comparative performances of scheduling policies under capacity imbalnce. We show the shortening the scheduling cycle can improve the firm profit without changing the simple scheduling rule.

• 패션비즈니스
• /
• 제2권4호
• /
• pp.21-27
• /
• 1998

This study is regards to merchandising in terms of paradigm shift on marketing and cost reduction. All research was done to trace the change of customer's purchasing trend taking examples through two of major women fashion brand, Katharine Hamnett and Cynthia Rowley since Korea has been in IMF controlling. The conclusion is as following; 1. After IMF controlling, young character casual and middle-low priced unisex mode have mainly been in '98 fashion trend. On item terms, cross coordination with reasonable prices was formed as main stream. 2. Shortened production lead-time made it possible to reduce its cost. Also new types of fashion business has been introduced to customers. 3. Speedy action are more emphasized through the benefits of simplified marketing channel and shortened payment terms. 4. It used to be a typical style to enjoy the high margin with an famous overseas brand paying license fee. Currently, the trend is extended to re-export to overseas for the licensed OEM goods.

• 한국가금학회지
• /
• 제6권2호
• /
• pp.91-102
• /
• 1979

The basic problem of the broiler industry is that of fluctuating prices, mainly thanks to unstable supply of and inelastic demand for products as usually indicated as a peculiarity of agricultural commodities. This particularly brings the producer to a great economic risk, because he has to sell products under the condition of pure competition, whereas others from whom he has to buy deal under the condition of oligopoly or even monopoly. Therefore, producers economic position is generally placed in the worst comparing others dealing with, which results in unbalanced economic status of elements involved in broiler operation and further obstruction of industry development as a whole. A certain type of business coordination to overcome such a problem should be measured in order to improve the efficiency of entire operation and thus assure the balanced industry development. The concept of the economic integration developed in modern business system had been adapted to U.S. poultry industry which became common later around the world as a means of stabilizing producers price and whole industry as well. There are two main typos of integration; horizontal and vertical The former refers to the general grouping of similar business units, eg. a hatchery tying with other hatchery, while the latter refers to the knitting together of two or more stages of economic activities, eg. tying together among units of hatching, fled milling, production, processing and marketing. By having the industry integrated, risk and uncertainty involved in various stages of operation could be diversified. The typo of integrating contract between producers and integrators include the share of profits, flat fee payment, feed conversion payment and salary basis. In the U.S., extensive changes in production, processing, and marketing during the last few decades have changed the thicken broiler industry from one of small, widely scattered farms to one that is largo, concentrated and efficient. More than 99 percent of all broilers produced are grown under contract and by integrated firms which vary in size of operation and complexity. About 84 percent of all production is concentrated in 10 States. Some of the other factors ;hat contributed to these choses arc costs, energy use, prices, processing, marketing and demand. No integrated broiler production system has yet been applied in Korea's poultry industry, thus all stages all broiler operation run independently seeking for its own profit. Consequently, producers price fluctuate very widely around the year even more than 50 percent in a few months. This also leads to disadvantages of material supplies, processors and distributors and enforce the industry unstable. The current economic environment in Korea seems that the time for broiler integration comes and as an ideal integrator, feed millers, food processors and producers group may be considered.

• 한국경영과학회:학술대회논문집
• /
• 대한산업공학회/한국경영과학회 2000년도 춘계공동학술대회 논문집
• /
• pp.143-146
• /
• 2000

기업을 둘러싼 시장 환경이 급변하면서 기업의 입장에서는 비즈니스 프로세스를 보다 효율적으로 통합, 조정하여 경쟁사보다 빠르고 능동적으로 대처해야 할 필요성을 느끼고 있다. 특히 기업의 영업과 생산 부문은 프로세스 통합, 조정의 필요성이 가장 큰 분야이면서 서로 판이한 전략 및 목표를 가짐으로 인해 가장 통합하기 어려운 분야이다. 그 이유는 영업 부문에서는 가격과 판촉을 통해 고객 서비스를 제고하면서 많은 판매 수입을 올리는 것이 목표라면 생산 부문은 생산성을 높이면서 최소의 비용으로 제품을 생산하는 것이 목표이기 때문이다. 본 연구에서는 한정적인 판매 시즌을 가지는 상품에 대해서 동일 기업 내의 영업 부문과 생산 부문의 문제들을 동시에 고려한 통합 의사 결정 정책을 제시하였다. 영업과 생산 부문의 의사 결정이 순차적으로 분리되어 결정되는 순차적 모델과 영업과 생산 부문의 의사 결정이 동시에 통합적으로 이루어지는 통합 모델을 비교 분석함으로써 그 효과를 검증하였다

• 패션비즈니스
• /
• 제6권1호
• /
• pp.137-154
• /
• 2002

It's not easy to renew old brand of over 50 years history to the tastes of new consumer of our time. Most of national brands that has a history of some 20 years in Korea have strove for continuation and growth of brand to no avails, which can be taken as a good example of current situation. For instance, C company, one of the National brand of US which has a history of 51 years, has made its position secure as a fashion group and based itself on a sound foundation by establishing new marketing strategy and completing successful brand renewal in the process of strategic M&A with Italian company. Those successful marketing strategies are as follows. 1) they regarded both market and consumer oriented marketing activity as company's highest priority strategy and put great emphasis upon concentration on target market and reestablishment of brand image of business casual wear. 2) Setting up and operating planning team composed of merchandizer alone in Milano, they set the direction of plan on the basis of concentrated research on potential item in market according to thorough market research done by buying office in Korea, branch office in Hong Kong and buyer in US prior to blueprint planning for season. 3) Great emphasis was placed on business which focused on intensive presentation of basic key item for apparel career women who are main consumer group in the midium-low prices market in US and on supplementation of size and color. they named this line 'collectibles' and helped their customer develop their own clothes plan without worrying about the change of color and fabric by supporting same fabric and color throughout the year and enabled them to add variation easily by supplementing new trend item. 4) Company set black as a main color that lots of apparel career women find easy to care and to express their own image and presented them with pebble which belongs to navy and beige and added fashion color such as wine and brown etc as season goes by. They constructed basic line in order for their customers to coordinate purchased item with new one or to add them to present collection, and to achieve efficient sale by setting up strategy which allows this cross coordination and changing pattern occasionally. 5) Though basic jacket for 99$, short slim skirt for 49$ are products within midium-low prices range, in the material planning stage aiming at production of item that has both resonable function appealing to consumer and is fashionable, synthetic material had to be used as a main source due to price competitiveness. Despite this situation, considering comfortable sense of fit and refined drape of silhouette that has no sign of cheap material, whole collectible line was divided into two items, which contributed to reduction of cost. In case of material that is composed of triacetate and polyester in 70 to 30 ratio, was used up to 4 million yard, which allowed drastic curtailment of cost accompanied by concentration. In case of 'collectibles' line, using Korean material mainly, C company chose to have their product sewed in Southeast Asian countries where transportation is well developed and both productivity and quality verified by operating global production system which aiming at cutdown of cost through outsourcing production from the country where labor cost is low and getting finished product. Polarization between present consumers telling us that consumers with the mind of middle classes in the past no longer exists between consumers who seek after only fine article of highest quality and wise consumers who are sensible enough to judge bubble on correlation between price and quality. To cope with this change in new consumer mind, apparel makes changing their policy so as to produce item that has reasonable quality and falls within affordable price range anywhere in the world. and they're striving to get out of difficult situation by operating global marketing strategy which stresses separation of planning, production and sale and sensibility of fashion shared worldwide. The marketing strategy of C company can be exemplified as a successful one.