• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.71
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• pp.325-350
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• 2016

As the new competitive environment become more global, technologically oriented and customer driven, as customers continually demand higher quality, faster response, and greater reliability of products and services, the new global market demands a more customer responsive behaviour by companies and firms have responded with innovative products and improved manufacturing processes to manufacture products. Further, the shift from traditional manufacturing and purchasing to JIT manufacturing and purchasing requires customers and suppliers to shift from adversarial relationships to strategic partnerships, and information sharing, so as to attain flexibility, reliability, and speed. SCM practices such as supplier collaboration and information sharing is considered as a key to attaining supplier network responsiveness and enhancing the product innovation and the market access time. The current research investigates the effect of SCM practices on supplier network responsiveness, the product innovation and the market access time of export companies. Thus by providing empirical evidence of the said relationships, this study offers useful guidelines for measuring and improving the supplier network responsiveness of a firm, facilitating further research in the area.

• The Journal of the Korea Contents Association
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• v.13 no.6
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• pp.390-400
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• 2013

The purpose of this study is to investigate the effect of RTE characteristics on SCM performance. Extant approaches for evaluating the SCM performance adopt financial measures, non-financial measures, Balanced Score Card (BSC) methodology and Supply Chain Operations Reference (SCOR) methodology etc., but researches on SCM performance measurement are not sufficiently reviewed. In this study, SCM performance is measured with the Combinative Capabilities which are divided into four categories of product quality, delivery speed, process flexibility, price leadership. The experimental results with the three factors of visibility, agility and combinative capabilities variables show the followings: (i) Visibility had a significant impact on agility. (ii) Visibility had a significant impact on combinative capabilities. (iii) Agility also had a significant impact on combinative capabilities.

• Food Science and Industry
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• v.50 no.2
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• pp.60-73
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• 2017

Recently, the whole world is facing an unprecedented moment of opportunity, so-called The Fourth Industrial Revolution. As emphasized in the World Economic Forum held in January of 2016 at Davos, the Fourth Industrial Revolution is not merely a changes of technological devices. The fundamental of the revolution is new, innovative, and visionary business models which change the whole systems dramatically. One of the greatest challenges is to feed an expected population of 9 billion by 2050 in a impactful way. The system should be sustainable as well as beneficial in improving the lives of people in the food chain along with the ecological health of environment. The technological advances of the Fourth Industrial Revolution are expected to improve our food system. The smart farm technology such as precision planting and irrigation techniques will improve the yields of food materials. The smart food transportation and logistics systems will substantially improve the safety and human nutrition. The adaptation the Fourth Industrial Revolution technology will induce the smart supply chains, smart production, and smart products in food industry due to its flexibility and standardization. This will lead the manufactures to adapt to customers' changing product specifications and traceable services in a timely manner.

• Journal of Korea Society of Digital Industry and Information Management
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• v.12 no.1
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• pp.1-12
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• 2016

The current economic crisis is making new demands on manufacturing industry, in particular, in terms of the flexibility and efficiency of production processes. This requires production and administrative processes to be meshed with each other by means of IT systems to optimise the use and capacity utilisation of machines and lines but also to be able to respond rapidly to wrong developments in production and thus to minimise adverse impacts on the business. The future scenario of the "smart factory" represents the zenith of this development. The factory can be modified and expanded at will, combines all components from different manufacturers and enables them to take on context-related tasks autonomously. Integrated user interfaces will still be required at most for basic functionalities. The complex control operations will run wirelessly and ad hoc via mobile terminals such as PDAs or smartphones. The comnination of IoT, and Big Data optimisation is bringing about huge opportunities. these processes are not just limited to manufacturing, anywhere a supply chain environment exists can benefit from information provided by linked devices and access to big data to inform their decision support. Building a smart factory with smart assets at its core means reaching those desired new levels of productivity and efficiency. It means smart products that leverage advanced traceability, connectivity and intelligence. For businesses, it means being able to address the talent crunch through more autonomous. In a Smart Factory, machinery and equipment will have the ability to improve processes through self-optimization and autonomous decision-making.

• The Journal of Society for e-Business Studies
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• v.15 no.1
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• pp.89-101
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• 2010

In some industries, manufacturing firms' distinctive competences include not only product superiority but also service excellence. For example, in a highly volatile and dynamic market, flexibility and responsiveness are more valued than just the product cost. And sales order processing, in that respect is a very important process. However, previous studies on sale order processing have considered only due-date assignments or dealt with production scheduling to minimize production cost or delivery lead time. Due to recent advances in information technology, a new approach is possible in dealing with sales order processing. For example, RFID(Radio Frequency IDentification) and ubiquitous computing technology adds real time visibility and traceability to supply chain. In this study, we develop a new due-date re-negotiation process for sales order management and propose a new business integration model to support the re-negotiation process based on RFID, ubiquitous computing technology and RosettaNet's PIPs.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.20 no.7
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• pp.448-466
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• 2019

Today, companies are increasingly focused on SCM (Supply Chain Management) as a means for cost-cutting and efficient operation. The company's ultimate objective is to win and maintain a sustained dominant position in the uncertainties of the global environment and future competitiveness. In this respect, this study examined the effects of management strategy, collaboration process and SCM integration on corporate performance in small and midsize parts manufacturers. The results of empirical analysis are summarized as follows. Management strategy, collaboration process and SCM integration had positive effects on corporate performance in domestic small and midsize parts manufacturers, and all hypotheses were supported. Consequently, it can be confirmed that quality, cost and flexibility for management strategy, and strategic objective perception, support policy, problem solution and knowledge information sharing for delivery and collaboration as small and midsize parts manufacturers are mechanisms for improving quality reliability, decreasing cost, delivery obedience and information system operation of SCM integration, and boosting corporate quantitative and qualitative performance.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.39 no.4
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• pp.106-116
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• 2016

MTO (Make to Order) is a manufacturing process in which manufacturing starts only after a customer's order is received. Manufacturing after receiving customer's orders means to start a pull-type supply chain operation because manufacturing is performed when demand is confirmed, i.e. being pulled by demand (The opposite business model is to manufacture products for stock MTS (Make to Stock), which is push-type production). There are also BTO (Build to Order) and ATO (Assemble To Order) in which assembly starts according to demand. Lean manufacturing by MTO is very efficient system. Nevertheless, the process industry, generally, which has a high fixed cost burden due to large-scale investment is suitable for mass production of small pieces or 'mass customization' defined recently. The process industry produces large quantities at one time because of the lack of manufacturing flexibility due to long time for model change or job change, and high loss during line-down (shutdown). As a result, it has a lot of inventory and costs are increased. In order to reduce the cost due to the characteristics of the process industry, which has a high fixed cost per hour, it operates a stock production system in which it is made and sold regardless of the order of the customer. Therefore, in a business environment where the external environment changes greatly, the inventory is not sold and it becomes obsolete. As a result, the company's costs increase, profits fall, and it make more difficult to survive in the competition. Based on the customer's order, we have built a new method for order system to meet the characteristics of the process industry by producing it as a high-profitable model. The design elements are designed by deriving the functions to satisfy the Y by collecting the internal and external VOC (voice of customer), and the design elements are verified through the conversion function. And the Y is satisfied through the pilot test verified and supplemented. By operating this make to order system, we have reduced bad inventories, lowered costs, and improved lead time in terms of delivery competitiveness. Make to order system in the process industry is effective for the display glass industry, for example, B and C groups which are non-flagship models, have confirmed that the line is down when there is no order, and A group which is flagship model, have confirmed stock production when there is no order.

• The Journal of The Korea Institute of Intelligent Transport Systems
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• v.16 no.5
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• pp.12-28
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• 2017

The core of the transportation service, so-called Mobility 4.0 is the flexibility of the entire mobility and its implementation. By doing so, the most essential element is to build a platform to link a supply and a demand simultaneously. In other word, a comprehensive analytical framework is to be set with a data repository which can be periodically updated. With such circumstances, the entire trip chain including pedestrian movements is required to be thoroughly investigated and constructed at the viewpoint of the intermodal transit station. A few studies, however, have been attempted. In this study, the comprehensive analytical framework with the integrated mobility at intermodal transit station was proposed, which consisted of the three modules; 1) Data Repository Extracting from Smart Card DB, 2) Framework of Analyzing Integrated Mobility, and 3) Interpretation of the Integrated Mobility with GIS information and the other factors. A case study with the seven railway stations (Sadang, Sindorom, Samseong, Gwanghwanoon, Gangnam, Jamsil, Seoul Nat'l Univ. of Education) was conducted. The stations of the case study were clustered by the three groups with the statistical ground, and it is most likely to understand the effect of a variety of factors and a comprehensive data-driven analyses with the entire trip stages.

• Management & Information Systems Review
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• v.39 no.3
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• pp.17-35
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• 2020

The purpose of this study is to develop business models for current situational scenarios reflecting customer needs emphasize the need for implementing a logistics cooperation system by analyzing big data to strengthen SCM competitiveness capacities. For healthcare SCM competitiveness needed for the logistics cooperation usage intent, they were divided into product quality, price leadership, hand-over speed, and process flexibility for examination. The wordcloud results that analyzed major considerations to realize work efficiency between medical institutes, words like unexpected situations, information sharing, delivery, real-time, delivery, convenience, etc. were mentioned frequently. It can be analyzed as expressing the need to construct a system that can immediately respond to emergency situations on the weekends. Furthermore, in addition to pursuing communication and convenience, the importance of real-time information sharing that can share to the efficiency of inventory management were evident. Accordingly, it is judged that it is necessary to aim for a business model that can enhance visibility of the logistics pipeline in real-time using big data analysis on site. By analyzing the effects of the adaptability of a supply chain network for healthcare SCM competitiveness, it was revealed that obtaining competitive capacities is possible through the implementation of logistics cooperation. Stronger partnerships such as logistics cooperation will lead to SCM competitive capacities. It will be necessary to strengthen SCM competitiveness by searching for a strategic approach among companies in a direction that can promote mutual partnerships among companies using the joint logistics system of medical institutes. In particular, it will be necessary to search for ways to utilize HCSM through big data analysis according to the construction of a logistics cooperation system.