• Journal of Distribution Science
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• v.8 no.4
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• pp.35-41
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• 2010

Although dictionary definition of standardization is 'to prevent disordered complexity and to make and use rules for reasonable simplification or unification, from a position of shop-floor operations of distribution, it is directly connected to efficiency, that is 'productivity equals cost savings'. This study analyzed influence of standardization of agricultural product packages in hypermarkets on costs in stakeholders of distribution channel such as suppliers, distribution centers and hypermarkets. The research findings demonstrated that it would influence manufacturing costs of suppliers and improve shop productivity of hypermarkets.

• Journal of the Korean BIBLIA Society for library and Information Science
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• v.22 no.1
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• pp.135-154
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• 2011

This study examined the performances of eight current e-book producers and suppliers in three areas(technology development, contents and services) using 16 evaluation criteria. Each criterion was measured using 6 scales on eight e-book producers and suppliers. The study results showed that overall, Kyobobook was the best performer, followed by Bookcube in the 2nd, Ridibooks the 3rd and Interpark the 4th. Specifically, Bookcube was the best in the field of 'technology development', Kyobobook was the best in the field of 'contents' and Kyobobook and Ridibooks worked equally best in the field of 'services'. Based on the results, some recommendations have been suggested for developing better e-book producers, effective interface design, enhancement of readability, variety of contents, development of multimedia materials and aggressive advertisement.

• The Journal of Information Technology
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• v.1 no.2
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• pp.245-263
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• 1998

Buyers are transforming their relations with suppliers. For examples, Instead of playing off dozens or even hundreds of competing suppliers against each other, many firms are finding it more profitable to work closly with only a small number of ＂partners＂. If will facilitate a move from single-supplier arrangements(＂hierachies＂) to mutiple supplier arrangement(＂markets＂) because it reduces the costs of coordination with suppliers. According to this logic, Technological developments which lower the cost of acquiring information about prices and product characteristics in a given market should increase to the nymber of tends to lower coordination costs, it wide adoption should lead to an increase in the number of suppliers for most firms, other things being equal. An efficient merket is defined a one that reduces the numer of intermediaries, or the number of Intermediary steps necessary of market tracsaction. It is true that one can order some products via mail order, which reduces the number of intermediaries and cuts transaction costs further Similary, the growth of a global commerce nerwork such as the internet may futher reduce the number of intermediary steps necessary for trade.

• Asia pacific journal of information systems
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• v.20 no.4
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• pp.1-23
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• 2010

Some researches insist that, to participate in an e-partnership, a distributor needs a given level of trust to reduce the perceived risk of an e-partnership to his/her own threshold. However, other researches insist that if a distributor has only a given level of trust in his/her suppliers, irrelevant of the perceived risk level, he/she participates in the e-partnership. Thus, from the perspective of a distributor, this study built a trust model in which these two viewpoints were reflected. And then this study examined whether or not perceived risk mediates an influence of trust to e-partnership. The proposed trust model was tested with 265 questionnaires about a distributor-supplier e-partnership in food wholesale markets. The analysis results Indicated that perceived risk partially had a mediating effect between trust and e-partnership Intention. That is, of the two risk types, only perceived performance risk mediated an influence from competence trust to e-partnership intention. Relational risk did not play a mediating role between goodwill trust and e-partnership intention. This result Implies two managerial meanings. First, a distributor Intends to engage In e-partnership with his/her supplier, irrelevant of relational risk's level if goodwill trust level surpasses his/her own threshold. Thus, suppliers should concentrate more effort in developing goodwill trust than in reducing relational risk. To develop goodwill trust, they should endeavor to establish mutual interests and individual trust with their distributor, and to utilize institutional trust bases. Second, a distributor requires a certain competence In his/her suppliers to sufficiently reduce performance risk caused bye-partnership. Thus, to develop competence trust in e-partnership, suppliers should improve on any lack of competence and build a good reputation.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.13 no.7
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• pp.2921-2929
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• 2012

This study aims to empirically analyze the structural effects of partnership characteristics between buyers and suppliers on the performance in supply chains. To this end, an in-depth literature review was performed in advance and four partnership characteristics involving information sharing, participativeness, interdependence, solidarity were identified, and a research model was validated by incorporating collaboration, trust, satisfaction. To analyze data collected from 124 companies, structural equation modeling was employed to test hypotheses proposed in this study and the findings are shown as follow. First, the partnership between buyers and suppliers was confirmed to have a positive effect on collaboration, trust and satisfaction. Second, both of trust and satisfaction were found to positively influence collaboration. Third, our findings also validated that collaboration and trust between buyers and suppliers had significant influences on supply chain performance, however, we found no evidence of a statistically significant relationship between satisfaction and performance. Based on these findings, discussions on the implications of this study and suggestions for further research were given finally.

• Information Systems Review
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• v.8 no.3
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• pp.225-243
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• 2006

Recently mother company-driven informatization projects have been widely launched for the suppliers. Setting up a proprietary evaluation system for the level of informatization of the suppliers, a mother company provides both financial and consulting supports for the suppliers in order to enhance the utilization level of the ERP(Enterprise Resource Planning) system. With the utilization level enhanced, the whole collaboration network will create a competitive advantage to win over global competition. This paper investigates critical success factors for ERP operational performances through a Samsung Electronics case study. The result of the case study may provide valuable feedback to the strategic decision making and fundamental insights for these collaboration efforts.

• Knowledge Management Research
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• v.13 no.2
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• pp.19-35
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• 2012

This study empirically investigates the differences of dominant management problems (hereafter, DMPs) among transplants in different degree of localization, based on the exploratory case study on the nine transplants of Hyundai/Kia suppliers in US using AHP(Analytic Hierarchy Process) technique. On the results of the literature review, this study divides the DMPs of transplants into three main categories such as building human infrastructure, stabilizing manufacturing processes, and building learning network. Each categories is also divided into four subcategories. The degree of localization includes two variables such as the localization stage and the employee size of transplant. Main findings are as follows. First, 'Communication among Korean and local employees' is important DMP in all transplants examined. Second, 'Local adaptation of Korean manufacturing technology' and 'Education on the Korean culture and management practices' are more important DMPs for less-localized transplants than more-localized ones. On the contrary, 'Motivating local employees' is more important DMP for more-localized transplants than less-localized ones. Third, 'Education on the technology and quality' is more important DMP for transplants in post-production stage than in stabilization stage. On the contrary, 'Staffing local employees' is more important DMP for transplants in stabilization stage than in post-production stage. Fourth, 'Acquiring test and measurement equipments' is more important DMP for small-sized transplants than large-sized ones. On the contrary, 'adopting new technology' and 'Building local suppliers network' are more important DMPs for large-sized transplants than small-sized ones.

• Journal of the Korea Safety Management & Science
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• v.17 no.4
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• pp.373-379
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• 2015

Supply units in each command are multi-tiered and each supply unit keeps a supply level independently, which can cause excess stock, leading false reports to the Logistics Command and increasing difficulties in managing user needs. This causes excess assets and the excess then causes deformation in demand. therefore, the supply support systems of our armed forces have become high-cost/low-efficiency and are insufficient to meet the needs of users in combat units. Civilian corporations and the US Department of Defense are downsizing the aforementioned multi-tiered supply systems thus revolutionizing efficient and effective logistics by adopting Supply Chain Management(SCM), and Prime Vendor policies. Prime Vendor policy is a logistics support method that allows users to directly request and receive supply items from suppliers, based on supply contracts between suppliers and central maintenance organizations like KDA. In other words, it is a system that allows for users to make orders to suppliers directly and suppliers to deliver goods to the users directly, cutting out the middle stage, thus allowing an efficient supply. This is a way forward in finance that cuts costs in net supplies and allows an efficient utilization of civilian assets. which is also known to fasten the speed of logistical support and stripping down the logistical structure. therefore, this report will explore Prime Vendor policies adopted in certain number of units for medical supplies that were taken in consideration of improvements in stock management in civilian organizations and the US Army, and aims to apply such policies for repair parts.

• The Research Journal of the Costume Culture
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• v.12 no.4
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• pp.547-565
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• 2004

The purpose of this study was to evaluate the level of SCM activities and the logistics performance by SCM of the three company types in fashion industry· fabric suppliers, apparel manufacturers, and retailers. The level of SCM activities was estimated through the examination of seven factors: commitment and leadership of a top management, flexibility of management, understanding of demand characteristics, integrated management organization, information system, cooperative partnership and communication and exchange of opinion. The logistics performance was measured by improvement in customer service(on time delivery ratio of products, returning rate, treat ratio for A/S, order fill rate, substitute providing capability for being out of stock) and delivery cost reduction. Through questionnaire survey, a total of 214 data for 108 companies of three company types were collected: 46 for 40 fabric suppliers, 123 for 64 apparel manufacturers and 45 for 4 retailers. The analysis of SCM activity levels showed that fabric suppliers had higher degrees in the factor of understanding of demand characteristics, and apparel manufacturers had higher degrees in the factor of information systems. For retailers, the factor of communication and exchange of opinion represented higher degrees. The study on relationship between the SCM activity levels and logistics performance showed that the SCM activity factor of understanding of demand characteristics greatly improved a substitute providing capability for being out of stock in fabric suppliers, and information system improved a substitute providing capability for being out of stock, on time delivery ratio of products and order fill rate in apparel manufacturers. In retailers, the SCM activity factor of understanding of demand characteristics decreased returning rate highly and improved on time delivery ratio of products. The study results showed that SCM activities in fashion industry brought more improvement in customer service levels rather than in delivery cost reduction.

• Journal of the Korean Society of Clothing and Textiles
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• v.29 no.2
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• pp.307-317
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• 2005

The purpose of this study are to examine the supply chain management (SCM) actiities of apparel manufacturers and then to investigate the relation between apparel manufacturers' SCM activities and their major textile suppliers' and retaileers' characteristics. The data was collected from the apparel manufacturers categorized into the six product areas - woman's formal dress(30%), boy and girl's casual wear (30%), man's formal dress(15%), sports and golf wear(10%), inner wear (10%) and infant & children's wear(5%) - headquartered in Seoul, by quota convenience sampling during August 14-September 4 in 2003. From 150 questionnires of delivery, 125 were collected and 123 from 64 manufacturers were used for analysis. The SPSSWIN 10.0 was used for frequency analysis, descriptive statistics analysis, factor analysis, reliability analysis and canonical correlation analysis. the results of the study are as follows : (1) The SCM activities of apparel manufacturers showed that the activity levels of the factors of information systems ans understanding of demand characteristics were ranked on top while the activity level of collaborative partnership factor was lowest. (2) As the level of SCM activities such as communication and exchange of opinion, and commitment and leadership of a top management became higher, the elements of delivery performance, interest in total cost and relationship of the textile suppliers were more improved. (3) The SCM activities such as communication an exchange of opinion, intgrated management organization, management flexibilty, and collaorative partnership contributed for improvement of collaborative relationship with retailers.