• Journal of Korean Society for Quality Management
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• v.30 no.4
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• pp.15-25
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• 2002

This paper considers supplier selection process for e-business & ISO 9001 quality management system environments. Determining suitable suppliers in the electronic commerce has become a key strategic consideration. However, the nature of these decisions is usually complex and unstructured. In this paper, a Quality Estimated Supplier Selection (QESS) model is proposed to deal with the supplier selection problems in the e-business(Business to Business: B to B). In the supplier selection, quality management factors will be considered for the first time, and then price, and delivery etc. In the first level, we deal with the quality management factors such as quality management audit, product test, engineering man-power, capability index and training time etc., based on the five point scale. In the second level, a QESS model determines the final solution by considering factors such as price, production lead-time and delivery time.

• Journal of the Korean Dietetic Association
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• v.8 no.1
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• pp.1-8
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• 2002

The purpose of this study is to clarify success factors for desirable relationship between buyer and supplier in elementary school. Therefore, the survey questionnaire consisted of general background, past success, success difference, buyer-supplier relationship characteristics(trust, supporting status, communication behavior, conflict resolution techniques, supplier selection process). The subjects were 66 dieticians of elementary school in Inchon. The statistical analysis of data was completed using SPSS program. The results were summarized as follows : Average total cost/day per one person ￦1,156. The number of suppliers per one school were 6. 92.3% of the subjects were in favor of private contract, regarding contract methods of purchasing food materials. For the past success, degree of satisfaction about past their supplier showed 3.49 score. The present success difference was shown higher than the past success. There was significant correlation between the past success and the present success difference. Trust about suppliers showed 3.40score. Supplying companies hardly support for buying school. Among information quality(timely, accurate, adequate, complete, credible), timely and complete showed lower score than the other kind of elements. Among the buyer-supplier relationship characteristic elements, only trust correlated with satisfaction about suppliers significantly. Among the conflict resolution techniques, joint problem solving and persuasive attempts were often made use of by subjects. The supplier selection criteria were shown quality(7.47), supplier's capabilities(6.46), management plan(6.00), price(5.73), scale(5.48), assets(5.27), considers delivery(4.76) and technology(2.39). As results, trust was needed for the desirable relationship between buyers and suppliers. This study has some limitations. The data in this study were collected from only buyer. It is more desired to acquire data from suppliers also.

• Journal of the Korean Operations Research and Management Science Society
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• v.31 no.1
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• pp.73-82
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• 2006

Supply chain management (SCM) has been regarded as one of the most critical issues in the current business environment. Moreover, supply chain partnerships between suppliers and buyers in SCM have had a significant impact on supply chain performance. In this paper, we conduct a quantitative analysis for supplier-buyer's profit sharing and pricing policies based on supply chain partnerships. For this purpose, we assume that a two echelon supply chain with a single supplier and a single buyer is given and the buyer faces deterministic demand which is not only a function of buyer's selling price, but also strictly decreasing, concave, and twice differentiable function. Then we will prove the following. Firstly, without supply chain partnerships, there exist supplier and buyer's selling prices per unit such that their total profits are maximized, under the assumption that buyer's order quantity is exactly equal to the demand buyer faced. Secondly, buyer's selling price per unit which maximizes supply chain's total profit with supply chain partnerships is lower than buyer's selling price per unit which maximizes buyer's total profit without supply chain partnerships. Thirdly, given supplier's selling price per unit. buyer's total profit without supply chain part nerships is greater than that with supply chain partnerships, whereas the opposite case happens for supplier's total profit. Finally, there exists supplier's selling price per unit which makes the maximum total profits for both supplier and buyer with supply chain partnerships greater than those obtained for any given supplier's selling price per unit without supply chain partnerships.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.32 no.3
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• pp.142-158
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• 2009

The supplier selection problem is perhaps the most important component of the purchasing function. Some of the common and influential criteria in the selection of a supplier include quality, price, delivery, and service. These evaluation criteria often conflict, however, and it is frequently impossible to find a supplier that excels in all areas. In addition, some of the criteria are quantitative and some are qualitative. Thus, a methodology is needed that can capture both subjective and objective evaluation measures. The Analytic Hierarchy Process(AHP) is a decision-making method for ranking alternative courses of action when multiple criteria must be considered. This paper proposes the AHP-based approach which can structure the supplier selection process and the achievements-based procedure which can allocate order quantities for the selected suppliers In automotive part manufacturers. Also, through the practical case of 'D' automotive part manufacturing company, we shows that the proposed AHP based supplier selection approach and the achievements-based allocation procedure of order quantity can be successfully applied for supplier selection and order quantity allocation problems.

• Journal of Technology Innovation
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• v.8 no.2
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• pp.97-117
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• 2000

TOEM strategy is widely used in Japan and Korea because of the diverse advantages such as cost sharing, technology transfer, equipment lease and base technology acquisition between parent company and OEM supplier. There are, however, some disadvantages that (1)OEM suppliers are likely to be reactive to environmental changes and (2) may have difficulty in building competitive position and long-term growth. When the parent company relocates its plant to foreign countries to achieve lower labor cost or to enhance value added this change will affect directly the OEM supplier's outcome. The parent company's divestiture from existing businesses will also affect the OEM supplier. For the OEM supplier to survive in face of these strategic changes it must enter the new countries with the parent company. Alternatively, the OEM supplier must actively diversify its technologies based on its core capabilities of existing product and process technologies and seek new business arenas. The strategy of aligning its businesses with the parent company's new business strategy allows the OEM supplier to share the new market while it requires the OEM supplier to develop core capabilities. In Korea many small and medium sized OEM suppliers are dependent on a few large companies. For the industry structure in Korea where industry concentration is extremely high OEM suppliers should move away from the past strategy, where they are dependent on the parent company's low profitability businesses. They should actively enter new businesses for which parent companies enter to achieve long-term growth.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 1998.10a
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• pp.197-200
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• 1998

The purpose of this paper is to develop a customer-supplier partnership survey. To achieve this purpose, a customer-supplier partnership model is first proposed. And then, based on the partnership model proposed, each step that was taken to develop the customer-supplier partnership survey is described.

• Proceedings of the CALSEC Conference
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• 2001.02a
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• pp.487-497
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• 2001

전자상거래가 이루어지기 위해서는 이에 참여하는 각 주체들의 역할이 분명히 정의되어 있어야 한다. 다음은 전자상거래에 참여하는 주체들과 그 역할을 설명한 것이다. ● Supplier: 상품이나 서비스를 가진 주체. 상품Ul 대한 카탈로그를 정의하고 있어야 하며, 이것들을 buyer에게 제공해주기 위한 전달 문서의 표준들을 구현해 놓아야 한다. ● Buyer market을 통하여 상품이나 서비스를 검색하여 supplier를 찾는다. Supplier가 제공하는 business process에 따라 실질적인 거래를 행한다. ● Marketplace: 수 않은 supplier들의 business information과 상품 카탈로그 정보 등을 정보 저장소에 등록해 놓은 주체이다. 이 곳에 buyer들이 들어와서 원하는 상품이나 가업에 대한 정보를 얻을 수 있다. (중략)

• International Commerce and Information Review
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• v.18 no.4
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• pp.285-310
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• 2016

The purpose of this study empirically verified impact of strategic and operational integration between first-tier supplier and their supplier and strategic and operational integration between first-tier supplier and their buyer on operation performance. In order to achieve our goal, we tested reliability, validity and path coefficient using structural equation modeling-partial least square (SEM-PLS) over 284 first-tier manufacturing suppliers data that Korea Productivity Center (KPC) surveyed in 2013. This study results indicated that operational integration between first-tier supplier and their supplier or buyer has positive impact on production process flexibility. Meanwhile, strategic integration between first-tier supplier and buyer has positive impact on production flexibility. On the other hand, strategic integration between first-tier supplier and supplier has negative impact on production flexibility. And production process flexibility has positive impact on production flexibility. By empirically testing to departmentalize level and scope of supply chain integration, this study has academic and managerial implications from first-tier perspective on.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.15 no.12
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• pp.7025-7039
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• 2014

Focal companies (hereafter called buyers) adopt outsourcing practices from a supply chain management strategy to be competitive. Buyers face the bridge transfer after outsourcing contracts, and the monitoring practices would be the only control mechanism left to prevent losing control over the suppliers. This study suggests the set of monitoring practices (i.e., capability, activity and outcome monitoring) as the independent variables to enhance the buyer-supplier collaboration and supplier's performance. In addition the buyer's efforts of monitoring are assumed to influence the buyer's shop floor productivity mediated by the supplier's performance and buyer-supplier collaboration. The results showed that the monitoring practices are meaningful antecedents to the supplier's performance and buyer-supplier collaboration, which fully mediates between the monitoring practices and buyer's shop floor productivity. The mediating role of the buyer-supplier collaboration between activity monitoring and shop floor productive has been rejected, because the negative effect of activity monitoring on buyer-supplier collaboration conflicts with the positive impact of buyer-supplier collaboration on shop floor productive. The theoretical contribution and managerial implications with limitations have been discussed.

• The Journal of Society for e-Business Studies
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• v.16 no.1
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• pp.101-116
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• 2011

As e-Commerce and national public procurement have been enabled, needs of supplier management and evaluation system for national public procurement has been growing. Enterprises have constructed and operated supplier relationship management system, in order to automate and increase their supply chain processes by managing the strategic assessment of relationships with external partners. Recently, PPS(Public Procurement Service) in Korea is introducing the concept of SRM to ensure the fairness of public procurement and to strengthen the competitiveness of the national public procurement and public procurement. For this purpose, it is necessary to establish supplier evaluation management and decision support process to allow a transparent supplier selection. In this paper, we present an evaluation method for transparent and objective public procurement. We also present a method for purchase decision support.