• Journal of the Korean Operations Research and Management Science Society
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• v.40 no.1
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• pp.57-73
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• 2015

While many previous studies investigated the effect of operations performance on financial performance, most studies considered only a few performance indicators and ignored the characteristics of industries. Therefore, this study intends to analyze the effect of operations performance on financial performance, by selecting a rather comprehensive operations performance indicators from firms' financial data. In doing so, we used operating efficiency and supply chain performance indicators for operations performance and a firm's profitability and future value indicators for financial performance. For the analysis, we collected 544 firms' operations and financial performance data belonging to eight key industries from the 'Forbes Global 2000'. We first analysed the differences in operations and financial performance among high, medium and low supply chain performance groups based on the quantitative criteria of Gartner's 'Supply Chain Top 25' ranking procedure. Then we analysed the effect of operations performance indicators on financial performance for both entire industry and individual industries, using multiple regression. Based on the results, we provided practical insights into key operations performance indicators to focus on and manage in order to improve financial performance.

• Proceedings of the CALSEC Conference
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• 2002.01a
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• pp.9-16
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• 2002

Adexa is a leading provider of supply chain planning and collaboration software. Our iCollaboration solution is used by Global 2000 companies to create Real-time Enterprise Management solutions(omitted)

• Journal of Distribution Science
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• v.11 no.12
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• pp.25-37
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• 2013

Purpose - The structure of retailing has changed as retailers develop markets in response to business environment changes. This study aims to analyze the general situation of retailers in order to predict future global strategy using case studies of overseas expansion strategy and the Metro Group's global strategy. Research design, data, and methodology - The backgrounds to the new retail business model and retailer classification are analyzed as theoretical data. In addition, the key success point of the Metro Group's "cash and carry" strategy is analyzed as is the Metro Group's global CFAR (collaborative planning, forecasting, and replenishment) strategy. Finally, the plan for cooperation and precise forecasting under the Metro Group's supply chain management are analyzed from the promotion environment viewpoint. Related materials analyzed included the 2012 annual report, the Metro Group's web page, and a video interview with the executive in charge of global strategy and the new market development department. Some data were revised to avoid disrupting essential aspects of the case studies. Results - The important finding was that the Metro Group could be a world-class retail company with its successful global expansion strategy. The Metro Group's global strategy's primary goal is to have a leading business position in Eastern and Western Europe. The "cash and carry" strategy is highest priority in its overseas expansion strategy. Moreover, the Metro Group has standardized product planning capacity, which could be applied in various countries with different structural and cultural backgrounds. This is the main reason that the Metro Group could rapidly become successful in the Eastern Europe and Asian markets through its structural overseas expansion strategies. In addition, the Metro Group emphasizes the importance of supply chain management. Conclusions - First, retailers should create additional value through utilizing the domestic market, market power, and economies of scale to launch a global strategy to maximize benefits from diversification. Second, the political, economic, and cultural background of the target country needs to be understood to successfully implement the overseas expansion strategy. Third, the main factor of successful cooperation with a local partner is how quickly the company gains total understanding of the business resources and core competence of its partner. All organizations should focus on the achievement of goals in order to successfully operate the partnership. Fourth, retailers should improve their business, financial and organizational structure. Moreover, the work processes and company culture should also be improved to respond strongly in the competitive global market. Fifth, the essential point of a successful retail business is the control capacity of its branding and format. The retailer could avoid forecasting errors through supply chain management by perfectly distributing the actual amount of its inventory. In addition, the risks along the supply chain are effectively shared between the supply chain partners. Finally, the central tendency of the market is to gain in strength with this taking place across all parts of the business.

• International Journal of Computer Science & Network Security
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• v.21 no.3
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• pp.245-256
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• 2021

Poor logistical infrastructure and agri-food supply chain management leads to significant food waste in logistic system. The concept of the sustainable value added agri-food chains requires defined approach to the analysis of the existing situation, possible improving strategies and also assessment of these changes impact on further development. The purpose of research is to provide scientific substantiation of theoretical and methodological principles and develop practical recommendations for the improvement of the agri-food logistics distribution system. A case study methodology is used in this article. The research framework is based on 4 steps: Value Stream Mapping (VSM), Gap and Process Analysis, Validation and Improvement Areas Definition and Imitation Modelling. This paper presents the appropriateness of LEAN logistics tools using, in particular, Value Stream Mapping (VSM) for minimizing logistic losses and Simulation Modeling of possible logistics distribution system improvement results. The algorithm of VSM analysis of the agri-food supply chain, which involves its optimization by implementing the principles of sustainable development at each stage, is proposed. The methodical approach to the analysis of possible ways for optimizing the operation of the logistics system of the agri-food distribution is developed. It involves the application of Value Stream Mapping, i.e. designing of stream maps of the creation of the added value in the agri-food supply chain for the current and future state based on the minimization of logistic losses. Simulation modeling of the investment project on time optimization in the agri-food supply chain and economic effect of proposed improvements in logistics product distribution system functioning at the level of the investigated agricultural enterprise has been determined. Improvement of logistics planning and coordination of operations in the supply chain and the innovative pre-cooling system proposed to be introduced have a 3-year payback period and almost 75-80% probability. Based on the conducted VSM analysis of losses in the agri-food supply chain, there have been determined the main points, where it is advisable to conduct optimization changes for the achievement of positive results and the significant economic effect from the proposed measures has been confirmed. In further studies, it is recommended to focus on identifying the synergistic effect of the agri-food supply chain optimization on the basis of sustainable development.

• The Journal of the Korea Contents Association
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• v.18 no.6
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• pp.564-573
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• 2018

External environment of enterprises are rapidly changing brought about mainly by global competition, cost and profitability pressures, and emerging new technology. In particular, frequent change of customer requirements is a tough challenge to manufacturing company. To cope with these challenges, a production planning and scheduling (PP&S) function might be established to provide accountability for both customer service and operational efficiency. PP&S deals with short-term decision making in the production process of whole supply chain. The task of PP&S is to seek a balance between customer orders and limited resources. At present, many PP&S software solutions have been utilized in many enterprises to generate a realistic production plan and schedule efficiently. The aim of this paper is to analyze the PP&S functionalities and its system architecture from the perspective of SCM (Supply Chain Management), and propose the PP&S solution classification framework to facilitate the comparison among various solutions.

• Korean Chemical Engineering Research
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• v.46 no.2
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• pp.316-329
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• 2008

Recently the increased attention pays on the processing of multiple, relatively low quantity, high value-added products resulted in adoption of batch process in the chemical process industry such as pharmaceuticals, polymers, bio-chemicals and foods. As there are more possibilities of the improvement of operations in batch process than continuous processes, a lot of effort has been made to enhance the productivity and operability of batch processes. But the chemical process industry faces a range of uncertainties factors such as demands for products, prices of product, lead time for the supply of raw materials and in the production, and the distribution of product. And global competition has made it imperative for the process industries to manage their supply chains optimally. Supply chain management aims to integrate plants with their supplier and customers so that they can be managed as a single entity and coordinate all input/output flows (of materials, information) so that products are produced and distributed in the right quantities, to the right locations, and at the right time.The objective of this study is to solve the purchase, distribution, production planning and scheduling problem, which minimizes the total costs of production, inventory, and transportation under uncertainty. And development of SCM model in chemical industry including batch mode operations. Through that, the enterprise can respond to uncertainty. Also integrated process optimal planning and scheduling model for manufacturing supply chain. The result shows that, the advantage of supply chain integration are quality matters seen by customers and suppliers, order schedules, flexibility, cost reduction, and increase in sales and profits. Also, an integration of supply chain (production and distribution system) generates significant savings by trading off the costs associated with the whole, rather than minimizing supply chain costs separately.

• Asia pacific journal of information systems
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• v.19 no.1
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• pp.83-111
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• 2009

Despite the growing emphasis on the importance of knowledge exchange among supply chain participants, few companies have fully exploited the knowledge resources held by their supply chain partners. Among many reasons for this phenomenon, recent literature on inter-firm knowledge exchange identifies knowledge complementarities between the supply channel partners as an important determinant of knowledge exchange. Firms participating in a supply chain are likely to exchange partners' complementary knowledge. In order to extract value from them, it is important to recognize the difference between the potential value and the implementation of this potential value. However, the literature fails to distinguish between potential knowledge complementarities and implemented knowledge complementarities. In order to realize the value of potential knowledge complementarities, knowledge should be exchanged and effectively integrated in the supply channel. Further, investigating inter-firm knowledge exchange from both partners' perspectives is important especially when there are interdependencies between the channel partners. The purpose of this research is to investigate the impact of potential knowledge complementarities on knowledge exchange in buyer-supplier relationships by looking at both partners' perspectives. This research also includes trust in partner's competence and inter-organizational information systems (IOIS) as they are relevant when the complementary knowledge flows between organizations. The data required for this field study was collected from 70 buyers and their suppliers in three multinational enterprises in two different industries (Automobile manufacturing and Telecommunication services) headquartered in Korea. The results indicate that potential knowledge complementarities between buyer and supplier do not directly influence knowledge exchange, but indirectly through trust in partner's competence. And the results indicate that competence-based trust and IOIS have direct effects on knowledge exchange. Empirical results also show that IOIS moderates the relationship between potential knowledge complementarities and knowledge exchange. This study is a first attempt to empirically verify the theoretical model about potential knowledge complementarities and to investigate the impact of potential knowledge complementarities on interfirm knowledge exchange. From a theoretical perspective, this study not only clarifies the distinction between potential knowledge complementarities and implemented knowledge complementarities, but also develops an instrument to measure the concept of potential knowledge complementarities in the context of operational and planning knowledge in a supply chain. Further, we develop a theoretical framework suggesting that potential knowledge complementarities of partners in a supply chain affect knowledge exchange directly and indirectly through competence-based trust. The findings from this study have some managerial implications for practicing managers as well. First, buyers should search for suppliers that have potential complementary knowledge, which can be integrated to create synergy through interfirm knowledge exchange. Furthermore, firms must develop mechanisms to identify potential complementary knowledge of partners. Second, firms should continue their endeavor to develop their own unique knowledge so that their knowledge can benefit the entire supply channel. Finally, trust among supply chain partners turns out to be an important factor for interfirm knowledge exchange. Therefore, effective management for engendering trustworthy buyer-supplier relationships should receive appropriate attention from managers.

• Journal of Korean Institute of Industrial Engineers
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• v.40 no.6
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• pp.580-591
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• 2014

This is a report on the history and current status of production planning and control activities in South Korea with regard to Industrial Engineers' (IEs') role. One of the main characteristics of Korean global companies is that they make good use of IEs not only in their production but also in higher strategic fields like supply chain management. In these companies it is well demonstrated that instead of adding small part of IE skills to traditional engineers, it is much more competitive to have IEs work with them as a team since IEs are fully proficient in every kind of productivity and quality improvement tools. It is also observed that IEs become more productive when they have good domain knowledge in their own industries like semi-conductor, automobile, telecommunications, steel, shipbuilding, etc. So teaching the basics for manufacturing processes to IE students seems very important for their future career development.

• Journal of the Korean Operations Research and Management Science Society
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• v.26 no.4
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• pp.133-141
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• 2001

Rapid development in computer and network technology these days has created in environment in which decisions for manufacturing companies can be made in a much broader perspective. Especially, better decisions on production and distribution planning(PDP) problems can be made laking advantage of real time information from all the parties concerned. However, since the PDP problem-a core part of the supply chain management- is known to be the so-called NP-hard problem, so heuristic methods are dominantly used to find out solutions in a reasonable time. As one of those heuristic techniques, many previous studios considered genetic a1gorithms. A standard genetic a1gorithm applies rules of reproduction, gene crossover, and mutation to the pseudo-organisms so the organisms can pass along beneficial and survival-enhancing trails to a new generation. When it comes to representing a chromosome on the problem, it is hard to guarantee an evolution of solutions through classic a1gorithm operations alone, for there exists a strong epitasis among genes. To resolve this problem, we propose a hybrid genetic a1gorithm based on Silver-Meal heuristic. Using IMS-TB(Intelligent Manufacturing System Test-bed) problem sets. the good performance of the proposed a1gorithm is demonstrated.

• Industrial Engineering and Management Systems
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• v.13 no.2
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• pp.231-249
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• 2014

This paper discusses a green supply chain with a manufacturer and a collection trader, and it proposes an optimal production planning for remanufacturing of parts in used products with quality classification errors made by the collection trader. When a manufacturer accepts an order for parts from a retailer and procures used products from a collection trader, the collection trader might have some quality classification errors due to the lack of equipment or expert knowledge regarding quality classification. After procurement of used products, the manufacturer inspects if there are any classification errors. If errors are detected, the manufacturer reclassifies the misclassified (overestimated) used products at a cost. Accordingly, the manufacturer decides to remanufacture from the higher-quality used products based on a remanufacturing ratio or produce parts from new materials. This paper develops a mathematical model to find how quality classification errors affect the optimal decisions for a lower limit of procurement quality of used products and a remanufacturing ratio under the lower limit and the expected profit of the manufacturer. Numerical analysis investigates how quality of used products, the reclassification cost and the remanufacturing cost of used products affect the optimal production planning and the expected profit of a manufacturer.