• Knowledge Management Research
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• v.10 no.4
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• pp.163-183
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• 2009

Numerous studies in the field of buyer-supplier relationship research have focused on the buyer's performance. In contrast, supplier's performance has been paid relatively little attention by researchers, especially the research about the supplier's innovation in the relationship is still in its early stage. In this paper, we examine the relation between the attribute of buyer-supplier relationship and the attribute of supplier's innovation through case research. We define the attribute of buyer-supplier relationship as 'tie strength' (Granovetter, 1973), and the attribute of supplier's innovation as 'exploitation or exploration' (March, 1991). We selected the semiconductor equipment industry of U.S.A, Japan and Korea and firm (JUSUNG Engineering) as cases that examine the relation. We found that a strong tie relationship is positively associated with supplier's exploitation based innovation, and a weak tie relationship is positively related to it's exploration based innovation in this research also. In addition, we could verify reduction of strong tie relationship cause supplier's organizational change.

• International Journal of Quality Innovation
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• v.9 no.3
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• pp.57-69
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• 2008

This paper posits that arm's length buyer-supplier relationship as the intermediate type between market exchange relations and strategic partnership might be advisable, and information technology may have a role as a mechanism actualizing the effects of such arm's length relationship by strategic supply-line diversification. Based on the theoretical analysis on interactive feedback relationships among IT level, buyer-supplier relationships, and supply chain structure, we suggest a set of advisable buyer-supplier relationship type for efficient supply chain management. Also, doing so would be helpful in suggesting a dynamic IT investment and adoption model appropriate for the establishment of productive buyer-supplier relationship, and further in providing theoretical foundations and practical guidelines on the role and function of B-to-B E-commerce for efficient SC integration.

• Journal of Korean Society for Quality Management
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• v.41 no.1
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• pp.39-52
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• 2013

Purpose: The purpose of this study was to investigate if purchasing companies' efforts of supplier development activities to supplier companies have positive impacts on the purchasing companies' performance as the first step. In the second step, we tried to confirm if the concept of Supply Chain Corporate Social Responsibility activities and Coexistence activities take the roles of moderate variable on relationship between supplier development and three performances respectively. Methods: The collected data through survey were analysed using multiple regression for the first step of the study and moderate regression for the second one of it. Results: The results of this study are as follows; supplier development efforts effect on all three performances positively. Moreover, Supply Chain CSR has significant moderate effect on relationship between supplier management and corporate performances, while Coexistence does between supplier management and logistics performances. In the case of relationship between supplier management and production performances, both Supply Chain CSR and Coexistence show significant moderate effect. Conclusion: Manufacturing companies in Korea need to make effort of supplier development in selective way when they want to practice Supply Chain CSR and Coexistence concurrently considering strategies and objectives.

• Proceedings of the Safety Management and Science Conference
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• 2003.11a
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• pp.113-116
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• 2003

In the recent environment of globalization where fierce competitions exist between manufacturers, SRM(Supplier Relationship Management) plays important role in the strategies of companies, and managements of companies try their best efforts in establishing the strategy to accomplish the innovative relationship between supply chain channels. The structure of the partnerships we develop with not only customers but also suppliers will in many cases determine the degree of success of the relationship. A successful partnership provides an opportunity for shared risk while maximizing the opportunity for mutual success whether it's with supplier. To follow this paper show how SLV(Supplier Lifetime Value) can be used to structure the supplier in automotive part manufacturer, This method of selection is described, and a detailed example of how SLY can be used and allocation of order quantity for the selected suppliers also are provided.

• 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.

• Journal of the Korea Safety Management & Science
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• v.6 no.2
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• pp.167-178
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• 2004

Supply chain management and e-procurement system built in the company, are set goal of internal process improvement. This paper show how SLV(Supplier Lifetime Value) can be used to structure the supplier in automotive part manufacturer, the method of selection is described and a detailed example of how SLV can be used and allocation of order Quantity for the selected suppliers also are provided, and aims at giving a method to realization profitable supplier relation using search for SL V system development which is making corporation with supplier, in the favor of decision supplier.

• Journal of Korean Society for Quality Management
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• v.35 no.1
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• pp.81-96
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• 2007

In this study, we conduct an empirical study to investigate the impact of the interdependence and trust between supplier and buyer on both their collaboration and supplier performance in automobile industry supply chain. The result shows that there is a positive relationship between the supplier's dependence and trust on the buyer and their collaboration. Moreover, it shows that supplier's dependence and trust on the buyer affects supplier performance through collaboration as a mediating effect. Therefore it is very important to notice that supplier and buyer in automobile industry should try to have a good collaborative relationship together in order to improve supplier performance.

• Journal of the Korean Operations Research and Management Science Society
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• v.33 no.4
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• pp.13-30
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• 2008

We explore the determinants of long-term relationship between the buyer and the supplier to help suppliers develope a strategy to build long-term relationship with their buyers. Based upon an extensive literature review, we propose three droops of independent variables which may affect long-term relationship, including (a) environmental factors (product complexity, product importance, source dependence, price sensitivity), (b) relational factors(trust, commitment, satisfaction, intention of expansion), (c) operational performance(quality, delivery, cost capability, technical knowhow). The buyer's actual period of relationship with its main supplier is used as a dependent variable. Using hierarchical multiple regression analysis, we empirically test hypotheses, analysing a sample of 290 manufacturing firms in the U.S. The statistical results indicate that the buyer's source dependence, price sensitivity and the supplier's commitment play a significant role in establishing long-term relationship between the buyer and the supplier. However, the supplier's cost capability and technical knowhow in operational performance negatively affect long-term relationship in contrast with our hypotheses. Due to this controversial result, we divide the sample group Into dual sourcing and multiple sourcing environments and reconduct regression analysis in a post hoc manner. The findings show that the supplier's cost capability and technical knowhow are negatively associated with the length of relationship only in the multiple sourcing environment. The results may confirm that both parties' opportunistic behavior is more salient in the multiple sourcing environment than in the single sourcing environment.

• Knowledge Management Research
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• v.10 no.3
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• pp.35-49
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• 2009

The purpose of this study is to examine whether suppliers are able to benefit by means of constructing a relationship-specific intangible asset and participating in collaboration with purchasers to actively maintain value created while mutually using inter-organizational information systems. To achieve the purpose of this study. 82 questionnaires have been analyzed from suppliers which are using electronic transactions through inter-organizational information systems. As a result, business process specificity and domain knowledge specificity, which are relationship-specific intangible assets, affect operational collaboration and strategic collaboration, which are classified by level of decision-making. Although both types of collaboration are needed to achieve both strategic and operational benefits, we find each collaboration to be uniquely promoted by a specific types of relationship-specific intangible asset. Operational collaboration is found to be an antecedent to operational benefit and strategic collaboration is found to be an antecedent to strategic benefits. No crossover between collaboration and supplier's benefits is found. Consequently, the result of this study shows collaboration is needed for domestic suppliers, which have relatively low levels of collaboration, to keep maintain relationship-specific intangible assets and to prevent the relationship termination cost when transactions have been stopped between supplier and purchaser. Also the results imply the supplier can have advantages by participating in collaboration.

• Journal of the Korea Safety Management & Science
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• v.6 no.3
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• pp.175-186
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• 2004

The compatibility of the enterprises of Korea was the 'low cost and mass production＆apos;. That in because, the entire business transactions including production, accounting, personnel management, and logistics need to be integrated with a global perspective. Logistics information system is to support the management of such logistics activities and involves in a wide range of the business operations. In other words, the logistics information system is 0 accurately and rapidly deliver and process the information available for the logistics in order to promote more smoother and efficient logistics by using such information. I'll give a brief introduction to the SRM(Supplier Relationship Management) system and go into the problem that should be considered and which phase to emphasize when building this system.