공동 혁신과 통합적 협상(Integrative Negotiation) : 협력 네트워크에서 구매기업의 공급사 의견 반영 및 성과공유(Benefit-Sharing) 결정 요인에 대한 연구

김경묵(Gyeong Mook Kim) 한국인사·조직학회 2011 인사조직연구 Vol.19 No.2

본 연구에서 저자는, 거래비용이론, 통합적 협상이론, 자원의존이론 등에 기반을 두고, 협력 네트워크에서 공급사의 혁신적 아이디어 제공이 공급사의 의사결정 참여, 성과공유(benefit-sharing) 등에 미치는 영향을 분석하였다. 우리나라 74개 쌍의 협력 네트워크를 대상으로 하여 실증 조사를 한 결과, 공동혁신 활동, 공급사 제안 등은 공급사의 의사결정 참여, 성과공유 정도 등과 정(正)의 유의한 관계가 있는 것으로 나타났다. 이러한 연구 결과는 구매기업은 공급사가 공동 혁신 활동, 혁신적인 아이디어 제안 등을 통하여 자사에게 혁신적인 지식을 많이 제공할수록 그 공급사의 의견을 의사결정 과정에서 많이 반영하고, 그 공급사에게 혁신 성과를 많이 분배한다는 것을 시사한다. 본 연구 결과, 공급사 대체가능성이 큰 경우에는 공동 혁신 활동 정도와 의사결정 참여의 관계, 공급사 제안과 의사결정 참여의 관계 등이 약화되는 것으로 나타났다. 이러한 결과는 공급사 대체가능성이 큰 경우에는, 공급사의 혁신에 대한 기여가 크더라도, 구매기업은 공급사가 의사결정 과정에서 의견을 개진할 수 있는 기회를 적게 제공한다는 것을 시사한다. In a knowledge economy, innovative idea sharing between manufacturers and suppliers can become the locus of partnership networks, as the creation of knowledge is crucial to improving a competitive position. Manufacturers can accomplish more innovative tasks they could not do individually by sharing innovative idea with their suppliers and many manufacturers are now initiating joint-innovation and innovative-idea-suggestion practices with preferred suppliers. Opportunistic behavior of manufacturers can affect innovative idea sharing of suppliers. Previous research asserts that, for suppliers, improper sharing can result in victimization by an opportunistic manufacturer that leaves suppliers worse off than if they maintained more remote relationships. Therefore, manufacturers that want to operate joint-innovation and innovative-idea-suggestion practices with suppliers should give signals that they will not behave opportunistically since there is a built-in reluctance among suppliers to hand over innovative ideas. Many suppliers want to be involved in the decision making process that determine the contents and process of innovative idea sharing practices. Also, they want to get a fair share of the practices’ results. Given these predispositions, guaranteeing the involvement in the decision making process and the fair sharing of the results of innovative idea sharing become critical aspects of effective joint-innovation and innovative-idea-suggestion practices for manufacturers. Thus, this study examines the impact of suppliers’ participation in the joint-innovation practices and innovative-idea-suggestions on integrative negotiation. First, this study theorizes a positive relationships between suppliers’ innovative idea sharing and suppliers’ participation in jointinnovation practices(Hypothesis 1-1), innovative-idea-suggestions and suppliers’ participation in joint-innovation practices(Hypothesis 1-2), suppliers’ innovative idea sharing and fair benefitsharing(Hypothesis 2-1), and innovative-idea-suggestions and fair benefit-sharing(Hypothesis 2-2). Second, this study theorizes that supplier-substitutability negatively moderates the relationships between suppliers’ innovative idea sharing and suppliers’ participation in joint-innovation practices(Hypothesis 3-1), innovative-idea-suggestions and suppliers’ participation in jointinnovation practices(Hypothesis 3-2), suppliers’ innovative idea sharing and fair benefit-sharing(Hypothesis 4-1), and innovative-idea-suggestions and fair benefit-sharing(Hypothesis 4-2). The findings show that suppliers’ participation in the joint-innovation practices and innovativeidea-suggestion is positively related to not only suppliers’ involvement in the decision making process but also to fair benefit-sharing. These findings empirically demonstrate that suppliers’ participation in joint innovation practices have a significant influence on fair sharing of the process and outcome of joint-innovation. The findings also show that supplier-substitutability not only negatively moderates the relationship between suppliers’ participation in joint-innovation practices and their involvement in the decision making process, but also negatively moderates the relationship between suppliers’ innovative-idea-suggestions and their involvement in the decision making process. This result implies that manufacturers behave opportunistically in deciding the operation of joint-innovation and innovative-idea-suggestion practices with suppliers when they can easily substitute the suppliers. Contrary to expectations, the findings demonstrate that supplier-substitutability positively moderates the relationship between suppliers’ participation to joint-innovation practices and fair benefit-sharing.

자동차 산업에서 1차 공급업체의 2차 공급업체에 대한 육성정책에 관한 사례 연구

장승훈(Seung Hun Jang),박찬권(Chan Kwon Park),김채복(Chae Bogk Kim) 한국SCM학회 2010 한국SCM학회지 Vol.10 No.1

Though many researches have been conducted on the enhancement of competitiveness through the introduction of SCM in the recent automotive industry, most of them are on the finished car manufacturers and the first-tier suppliers while the researches on the first-tier suppliers and the sub-tier suppliers, on the strategies for the promotion and support of the sub-tier suppliers are insufficient very much. This research found out that the methods to secure the competitiveness of the first-tier and the sub-tier suppliers lied in the mutual trust and cooperation between the first-tier suppliers and that the sub-tier suppliers and in particular, the promotion program for the sub-tier suppliers should give priority to the policy for purchase and promotion from a long-term perspective, and that the support for management innovation, the joint development of technology and technology improvement, the maintenance of competing relations through collaboration, and the cultivation of talented personnel should be necessary, and that the sub-tier suppliers also should secure the quality and cost competitiveness through participating in the promotion program. This research will be the role model not only the automotive industry but also other industries about what roles they have to provide with regards to the promotion and support for their first-tier suppliers and the sub-tier suppliers.

정보 기술을 이용한 공급 기업과의 공동 혁신이 제조기업 제품 및 과정 혁신에 미치는 영향

최종민 ( Choe Jong-min ) 한국정보시스템학회 2018 情報시스템硏究 Vol.27 No.1

Purpose This study empirically investigated the impact of information technology(IT) capability on the co-innovation with suppliers and the effects of the co-innovation with suppliers on the product and process innovations in manufacturing firms. We demonstrated that IT promotes innovations trough the sharing of knowledge with suppliers. Design/methodology/approach The empirical data were collected through post-survey. 97 valid survey data were finally collected. With a multiple-regression analysis, we confirmed the influence relationships among critical variables. Findings In the empirical results, it was found that IT integration positively and significantly influences the amount of inter-organizational information exchange with suppliers. The results showed that the inter-organizational information flow with suppliers has a positive and significant impact on the inter-organizational learning with suppliers. It was also observed that the inter-organizational learning with suppliers facilitates and promotes the co-innovation with suppliers. From these results, it is concluded that the co-innovation with suppliers is activated through the knowledge transfer or sharing caused by an inter-organizational information flow or learning. Finally, the positive effects of the co-innovation with suppliers on the product and process innovations were empirically confirmed. Thus, it is suggested that IT capability influences innovations through the co-innovation with suppliers caused by an inter-organizational information flow.

GATS에서의 '동종성' 법리에 관한 연구

김인숙 법무부 2007 통상법률 Vol.- No.77

This contribution focuses on the concept of "likeness" in the context of the national treatment, and MFN treatment(Article I and XVII of the GATS). It discusses the possible implications of the combined reference to "like services and service suppliers", as well as the relevance and role of the modes of supply in determining "likeness". It also examines whether the criteria developed by GATT case-law, for example, physical character, classification, end-use, can be mechanically transposed to services trade and how far they may contribute to establishing "likeness" under the GATS. Like in GATT Article I:1, GATS Article II:1 calls for MFN treatment with respect to services and service suppliers. Clearly, the MFN obligation established in the Uruguay Round through the GATS is one designed to prohibit discrimination against services and service suppliers from one Member in favor of "like" services and service suppliers from another Member. Also GATS Article XVII prohibits discrimination against services and service suppliers from one Member in favor of "like" services and service suppliers from another Member. What is "like" service and service suppliers? The text of the GATS does not provide guidance as to which criteria should be taken into account to determine likeness. The concept of "like" services and service suppliers used in GATS is still very much uncharted territory. The few dispute cases involving national treatment and mostfavoured-nation treatment claims under the GATS are vague concerning the criteria which should be used to establish "likeness". In a few disputes, the panel and Appellate Body made with respect to national treatment but likeness was addressed in a very cursive manner. In EC Bananas III, the panel circumvented the difficulty to determine likeness of service suppliers by finding that "to the extent that entities provide these like services, they like service suppliers". This lapidary reasoning was criticized by various commentators. Discussions among WTO Members on this subject have remained limited and inconclusive. There is perhaps only point on which everybody agrees: the determination of "likeness" under GATS gives rise to wider range of question and uncertainties than under the GATT. There are some of the factors which complicate the task of establishing likeness in services trade.: The intangibility of services, the difficulty to draw a line between service and service, the existence of four mode of supply, the combined reference to like services and service suppliers, the lack of a detailed nomenclature and the customized nature of many transaction. In conclusion, it need to be provide guidance by WTO Services Council as to which criteria should be taken into account to determine likeness. WTO 출범이후 WTO 분쟁해결기구에 제소된 대부분의 분쟁들은 비차별대우원칙에 관련되고 있으며 비차별대우원칙은 GATT이래로 공정한 무역의 보장을 위한 매우 중요한 장치였던 것이다. 따라서 비차별대우원칙에 관한 법리의 문제는 GATT에서 뿐만 아니라 WTO체제에서도 핵심적인 것이 될 수밖에 없었다. 특히 '동종성' 이슈는 비차별대우의 판단을 위한 전제가 된다는 점에서 주요한 연구주제로 관심의 대상이 되곤했다. 그러나 문제는 그러한 연구나 관심이 상품의 '동종성'에 머물러 있다는 점이다. WTO 출범이후 국제 교역의 대상은 상품뿐만 아니라 서비스, 지적재산권 등 크게 확대되었고, 그에 따라 관심의 대상도 자연스럽게 서비스와 투자, 지적재산권 등으로 확대되고 있는 실정이다. 이러한 상황에서 우리가 관심을 두어야 할 점은 최근 서비스분야에 대한 관심의 증가와 더불어 WTO분쟁해결 사례에서 서비스분야가 종종 분쟁의 대상으로 등장하여 서비스 및 서비스공급자의 '동종성' 이슈가 비차별대우를 판단하는 전제조건으로서 다루어지고 있다는 것이다. 문제는 이러한 분석에 있어 서비스(서비스공급자)의 동종성을 판단하는 어떤 기준이나, 법리축적이 되어 있지 못하며, 상품과 서비스의 질적 특성이 매우 상이하기 때문에 상품분야에서 오랜 기간 사례를 통해 축적되어 온 '동종성'의 법리는 서비스분야에 적용하기에 어려움이 많다. 공산품의 경우 유형의 물체로 '동종성' 여부에 대한 판단이 가능하지만 무형의 상품인 서비스의 경우 서비스의 질이 매우 중요한 요소가 되므로 '동종성'을 판단하는 것 자체가 매우 어렵기 때문이다. GATS상의 동종성에 대한 규정 미비와 사례축적의 부족, 상품과 비교할 때 서비스 자체가 갖는 여러 가지 특성 등을 고려할 때, GATT에서 동종성 판단의 기준으로 여러 판단요소들을 제시했던 것처럼 서비스분야에 있어서도 '동종성'의 판단을 명백한 기준이 확립될 필요성이 있으며, 서비스무역위원회 등에 의한 가이드라인의 마련이 필요하다.

환경요인, 조직구조, 원가기획 성과간의 인과관계에 관한 실증연구

육근효 ( Keun Hyo Yook ) 한국회계학회 2008 會計學硏究 Vol.33 No.3

본 연구는 기본적으로 완성품 업체와 협력업체간의 기업간(조직간) 관계에 초점을 맞추어 기업간 관리의 성과에 영향을 미치는 메커니즘을 체계적으로 분석하는 것이 목적이다. 즉 본고에서는 기업간 관계(기본적으로 완성품업체와 협력업체간의 관계)에 초점을 맞추어 원가기획 활동의 성공 메커니즘을 규명하기 위해 제품개발조직, 협력업체와의 관계, 그리고 이익공유 등의 통제시스템과 원가기획활동 성과간의 인과관계를 실증하였다. 가설검정은 우편 설문을 통해 회수된 승인도 업체 36개와 대여도 업체 66개를 대상으로 분석하였다. 실증분석 결과, 먼저 완성품업체의 제품개발조직의 형태(Product Manager의 영향력)에 따라 부품업체가 완성품업체에 제공하는 정보가 상이하며 상호간의 계약 형태도 달라진다. 이러한 협력업체의 상이한 정보제공 유형과 계약 형태에 따라 이익·위험을 쌍방에서 분담하는 정도가 상이하게 나타났다. 또한 이익·위험의 분담 정도가 목표(원가, 이익) 달성도에 유의적인 영향을 미친다는 것이 확인되었다. 마지막으로 제품개발조직의 형태와 협력업체와의 관계, 원가기획 효과(목표 달성도)의 3자가 서로 어떠한 인과관계로 이어져 있는가를 종합적으로 검증한 결과, 내부·외부 통합능력이 강한 중량급 PM조직을 갖고 대여도 업체에 관한 정보를 많이 보유할수록 목표성과의 달성도는 높아졌다. 그리고 통합기능이 약한 경량급 PM조직을 채택하고 승인도 부품업체의 기술을 신뢰해 VE제안 등을 제공받는 정도가 높을수록 목표성과의 달성도는 높아진 것으로 나타났다. The target costing process is a system of profit planning and cost management that is price led, customer focused, design centered, and crossfunctional. Target costing initiates cost management at the earliest stages of product development and applies it throughout the product life cycle by actively involving the entire value chain and supply chain. To implement target cost management successfully, many tools and techniques are required. However, target cost management is not a simple combination of these individual tools and techniques, but rather is a dynamic and comprehensive system, efficiently integrating all the environmental factors in an efficient way in inter-firm networks. In practice, the mode of target costing structure systematically differs depending on the nature of transaction of parts and characteristic composition of suppliers. However, types of suppliers(i.e. parts manufactured by outside suppliers according to "drawings supplied" by the core firm, and parts manufactured by outside suppliers according to "drawings approved" by the core firm), their relations to core firms, and information asymmetry between core firm and suppliers(to the degree that development processes are entrusted to the supplier, knowledge on the detailed cost contents become more difficult to be obtained by the core firm), have been relatively neglected in existing literature. This paper investigates the product development organization in which the suppliers can participate, in connection with target costing effects for the Korean companies. For this purpose, this study empirically analysed the data based on the questionnaire survey. Except for demography items, three point Likert scales were used to measure target costing system practices. The questionnaire with cover letter and a postagepaid was sent to target costing senior managers of all 375 Korean manufacturing companies(suppliers) in June-July 1997. After the second mailing with one-month interval, 102 responses(36 DA suppliers, 66 DS suppliers) were received with a response rate of 28.8% 26.4% respectively. This paper develops a conceptual framework for defining supplier relations and analysing its determinants, by borrowing approaches from economic and organization theories. This framework is used to develop a number of hypotheses. All the hypothesis were tested by applying the generalized loglinear model. The generalized loglinear model will estimate the regression coefficients of each variable and the combination of categories of several variables, and also show the z-value of the coefficients. This method was applied to the data of category variables as factors included in the hypotheses. The following main conclusions can be drawn from this study. First, the level of supplier involvement in design work is negatively associated with the customization of the design of the component. Second, the core firm(assembler or manufacturer) adopts the heavy weight PM(product manager) much more, if its parts are manufactured by the outside suppliers(drawings supplied), whereas the core firms adopts the light weight PM much more, if its parts are manufactured by the outside suppliers(drawings approved). Third, the higher the core firms with light heavy PM(product manager) share the benefits and risks in producing specialized parts with the detail-controlled parts maker, the better their target cost is achieved. On the other hand, the lower the core firms with heavy weight PM in design work share the benefits and risks in producing the functionally important parts with the black-box parts maker, the better their target cost is achieved. We attribute this result, in part, to the continued role of profit sharing reward system, incomplete contracting, hold up problems, and mechanistic control, which inhibited the development of concurrent engineering, inter-firm cost management, and inter- organizational trust.

[기업가정신/벤처/창업/정책] : 성과공유제도 운영 과정에서 발생하는 애로 요인 및 극복 방법에 대한 연구

김경묵 ( Gyeong Mook Kim ) 한국중소기업학회 2013 中小企業硏究 Vol.35 No.4

최근 글로벌 경쟁이 격화되면서 많은 기업들이 부족한 역량 보충을 위하여 외부 기업들과 협력 관계를 구축한다. 특히, 많은 중소 공급사(이하 공급사)를 거느리고 있는 대기업들은, 공급사들과 공동으로 기술을 개발하거나 원가를 절감하기 위해, 성과공유제도를 도입하고 있다. 하지만, 성과공유를 위한 혁신 활동에는 기회주의적 행동 문제, 권력 불평등 문제 등이 도사리고 있다. 이러한 문제들은 성과공유 제도의 효과를 반감시킬 뿐만 아니라 전체 협력 활동에 부정적인 영향을 미칠 수 있다. 본 연구는 성과공유제도가 크게 확산되고 있음에도 불구하고 성과공유제도 운영과정에서 발생하는 애로 요인을 다룬 연구가 부족했다는 점을 중시하여, 첫째, 성과공유 제도 운영 과정에서 발생할 수 있는 애로 사항들을 조직학습이론, 거래비용이론, 자원의존이론, 제도화이론 등을 통하여 분석하고, 둘째, 포스코 협력네트워크를 조사 대상으로 하여 성과공유제도 운영 과정에서 발생하는 애로 요인 및 애로 요인 극복 방법을 분석하고, 셋째, 연구 결과의 이론적인 시사점과 성공적인 성과공유제도 운영을 위해서 협력 네트워크가 갖추어야 조건 등 실무적 시사점을 도출한다. 본 연구의 이러한 작업은 성과공유제도에 대한 연구적 틈(gap)을 줄일 뿐만 아니라, 성과공유제도에 대한 실무적, 정책적 지침을 제공할 것이다. By integrating the capabilities of suppliers into the operations of sup-ply-networks, large manufacturers can enhance their competitive advantages. In particular, large manufacturers can accomplish more innovative tasks they could not achieve individually by sharing innovative ideas with their suppliers. In recent years, large manufacturers in Korea have adopted a new incentive practice known as benefit-sharing(hereafter BS) to motivate the participation of suppliers in joint innovation. By systematically sharing beneficial outcomes of joint innovation, manufacturers aim to enhance cost competitiveness, new product development outcomes, quality, delivery performance, and flexibility. Even though the suppliers are well aware of the advantages of BS, they are reluctant to participate in the BS. Suppliers are concerned about the opportunistic behavior of manufacturers. For suppliers, an improper sharing of ideas can result in victimization by opportunistic manufacturers that leaves suppliers worse off than if they had not participated in the BS. Therefore, manufacturers that want to adopt BS must assure suppliers that they will not behave opportunistically due to built-in reluctance among suppliers to hand over innovative ideas. Few studies go into any detail in examining conflict and conflict resolution techniques for implementing BS and providing recommendations to practitioners with regard to facilitating BS. This research aims to draw details of conflict and conflict resolution techniques for implementing BS. Based on the observations from the case study, POSCO`s BS is analyzed and its featured characteristics are extracted accordingly. The results show that there are some conditions for success of BS. First, not only the manufacturer`s CEO but also the supplier`s CEO should be involved deeply and should appoint dedicated teams, assign accountability to functional division leaders regarding BS, set up reward systems for employees, and empower dedicated team members with decision-making authorities and compensation for efforts. Second, the parties should reach contractual BS agreements prior to the implementation of BS processes. Third, the parties should build systems to protect proprietary information such as detailed cost table, technology specifications, and new product/process concepts. Fourth, the parties should incentivize staffs that are working to implement BS projects. This in-depth case study helps not only for the practitioners that want to adopt BS practice but also for the government authorities seeking targeted interventions, to gain insight into the actual BS practice in a rapidly changing business

부품 협력업체의 제휴 방향과 제품 진화속도(clockspeed)의 차이가 SCM 구성원들의 관계와 만족, 성과에 미치는 영향

전희준(Hea June Jeon) 한국생산관리학회 2010 韓國生産管理學會誌 Vol.21 No.2

빠르게 변화하는 산업의 구조와 시장의 변화에 올바르게 대처하기 위해서 기업은 공급사슬을 잘 구축하고 관리하여야 한다. 이를 위해서는 공급사슬 내부의 다른 기업과의 관계를 잘 관리하여야 한다. 이를 위해서는 기업의 관계에 영향을 미치는 다양한 요소들을 확인하여야 한다. 제품 진화속도와 제휴방향성은 기업의 관계에 영향을 미치는 환경요소로 볼 수있다. 본 연구에서는 이들 요소가 협력업체의 역할에 따른 관계와 협력업체 만족, 운영성과와의 인과관계에 어떠한 영향을 미치는지 확인하였다. 그 결과 역할에 따른 협력업체 관계와 만족, 그리고 운영성과는 서로 인과관계를 가지고 있었다. 또한 제품 진화속도는 협력업체 역할에 따른 관계와 운성성과와의 인과관계에 영향을 미치고 있어 공급사슬에 유의미한 영향을 미치고 있음을 알 수 있었다. So rapidly exchanged Market and industry structure, Company has managed its supply chain and customer satisfaction.. However, satisfying customer requires not only the effort of the company, but also the support and resources of the company’s suppliers. This is especially true for those companies that have outsourced many of their companies’ activities to their suppliers. Therefore, companies and their suppliers have to work together to meet the needs of their customers. In this paper, product/industry clockspeed and arc of integration are to affect suppliers’ relationship and suppliers’ satisfgaction. As a result, product/industry clockspeed has moderate effect to causalrelationship of suppliers’ relationship and performance. But, arc of integration isn’t to affect that causalrelationship. According to reflecting industry/market characteristics, product/industry clockspeed and it’s gap are important aspect. Suppliers and customers are same importance for company to improve quality and durability.

Changes and Determinants of Suppliers’ Customer Scope in the Korean Automobile Industry after the Asian Financial Crisis

복득규 연세대학교 동서문제연구원 2009 Global economic review Vol.38 No.3

This paper investigates changes in suppliers’ customer scope in the Korean automobile industry after the Asian financial crisis as well as causes for those changes. The paper found that the ‘‘customer scope’’ of suppliers, i.e. the number of assemblers that suppliers traded with, had increased compared with the past. This suggests that the closed and exclusive buyer-supplier relationship that existed in the Korean automobile industry before the crisis has somewhat loosened. Causes behind these changes can be attributed to the severe economic recession that occurred just after the Asian crisis and the changing competitiveness of suppliers in cost and quality. Foreign investments in Korean suppliers and the capability of suppliers in R&D did not have the expected influences in increasing customer scope. The results of this analysis can be used as a reference in analyzing the effect of current global financial crisis on the buyer-supplier relationship in the automobile industry.

A Multi-Phase Decision Making Model for Supplier Selection Under Supply Risks

Jun-Su Yoo(유준수),Yang-Byung Park(박양병) 한국산업경영시스템학회 2017 한국산업경영시스템학회지 Vol.40 No.4

Selecting suppliers in the global supply chain is the very difficult and complicated decision making problem particularly due to the various types of supply risk in addition to the uncertain performance of the potential suppliers. This paper proposes a multi-phase decision making model for supplier selection under supply risks in global supply chains. In the first phase, the model suggests supplier selection solutions suitable to a given condition of decision making using a rule-based expert system. The expert system consists of a knowledge base of supplier selection solutions and an “if-then” rule-based inference engine. The knowledge base contains information about options and their consistency for seven characteristics of 20 supplier selection solutions chosen from articles published in SCIE journals since 2010. In the second phase, the model computes the potential suppliers’ general performance indices using a technique for order preference by similarity to ideal solution (TOPSIS) based on their scores obtained by applying the suggested solutions. In the third phase, the model computes their risk indices using a TOPSIS based on their historical and predicted scores obtained by applying a risk evaluation algorithm. The evaluation algorithm deals with seven types of supply risk that significantly affect supplier’s performance and eventually influence buyer’s production plan. In the fourth phase, the model selects Pareto optimal suppliers based on their general performance and risk indices. An example demonstrates the implementation of the proposed model. The proposed model provides supply chain managers with a practical tool to effectively select best suppliers while considering supply risks as well as the general performance.

The Impacts of the Number of Suppliers on Inventory Management in a Make-to-order Manufacturer

Eungab Kim(김은갑) 대한산업공학회 2010 산업공학 Vol.23 No.4

We consider a supply chain consisting of a make-to-order manufacturer and N component suppliers and study the impacts of the number of suppliers on component inventory management. The manufacturer has full information and continuously observes the state of both component inventory level and customer backorders. Based on this information, the manufacturer determines whether or not to place a component purchasing order to a supplier among N suppliers even though some orders are in process by other suppliers. The goal of this paper is to numerically identify the manufacturer’s purchasing policy which minimizes the total supply chain cost and the best choice of N. Our model contributes to the current literature in that the problem of simultaneously considering multiple outstanding orders and incorporating order setup cost into the model has not been covered yet. From numerical experiment, we investigate how much the policy with N suppliers can contribute to reducing the supply cost compared to the policy with a single supplier.