WILL STRONG RETAILERS ACQUIRE BETTER PROCUMENT PERFORMANCE?: ANALYSIS BASED ON THE MEDIATING EFFECT OF THE QUALITY OF RETAILER-SUPPLIER RELATIONSHIP

Wenchao Liu,Rupan Sun,Xin Xin,Lihui Sun 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

Due to the continuous development of international retailers in the Chinese market, and the merger and reorganization among Chinese retailers in recent years, the degree of concentration of the Chinese retail industry has been increasing, and the scale of retailers has been expanding. It is suggested by the report China Powers of Retailing 2014 that an increasing number of large-scale retail groups have been formed in the Chinese retail industry. In large and medium-sized cities in China, such large-scale supermarkets as Wal-Mart, Carrefour and RT-Mart have controlled most market shares of food and daily necessities. And large-scale household appliance chains, such as Gome and Suning, have controlled most market shares of home appliance. Due to the advantage of scale and brand of large-scale retailers, these retailers have gradually occupied a leading role in the supply chain, and formed buyer monopoly power and countervailing power. Intuitively speaking, retailers can acquire obvious advantages in procurement activities, no matter it is the buyer monopoly power or countervailing power that is being utilized. And the advantages are beneficial to the improvement of retailers’ procurement performance. However, it is pointed out by a number of scholars’ research that buyer power’s influence on retail enterprises’ performance is quite complicated. Whether buyer power can improve economic efficiency depends on the quality of retailer-supplier relationship. The quality of the relationships between retailers and suppliers exerts direct influence on the stability, durability and equity of the trade. In the long term, the reinforcement of buyer power will probably exert adverse influence on the suppliers and retailers. By imposing influence on suppliers with buyer power, retailers will cause twisted competition and prifit shrinkage to suppliers in the upstream market. As a result, the quantity of suppliers will be decreased, which will be disadvantageous to the selection of retailers and affect retailers’ utilization of their negotiating advantage. In the meanwhile, by imposing special prices and discounts, collecting extra charges and signing exclusive agreement with suppliers, retailers will lead to suppliers’ impaired benefit. It will further affect the quality of the retailer-supplierrelationship and ultimately exert adverse influence on both parties’ long-term earnings. In the existing research, few scholars have thoroughly discussed the influence of retailers’ buyer power on the quality of retailer-supplier relationship and retail enterprises’ procurement performance. In addition, different conclusions exist in the analysis of the relationships among the three factors, or between two of them. In order to empirically test the influence of retailers’ buyer power on the quality of retailer-supplier relationship and retail enterprises’ procurement performance, we established the theoretical model of this study in figure 1. The research will help us to cognize the influence of retailers’ buyer power more reasonably, and guide retailers better utilize buyer power, an attempt is made to explore the following questions in this research: 1. Does direct positive influence exist between large-scale retailers’ buyer power and retailers’ procurement performance? 2. Are there any differences in the influence of different types of retailers’ buyer power on retailers’ procurement performance? 3. What influence will large-scale retailers’ buyer power exert on the quality of retailer-supplier relationship? 4. When the quality of retailer-supplier relationship is brought in as a mediating variable, what influence will large-scale retailers’ buyer power exert on retailers’ procurement performance? From the perspective of the relationships among channel members, large-scale retailers in the Chinese market, such as Wal-Mart, Carrefour, RT-Mart, OUYA Supermarket and Vanguard, as well as suppliers of their products are taken as the object of the research. Methods like interview, pre-survey and official survery with questionnaire are adopted to verify different hypotheses in the research. During the indepth interview, twelve respondents are invited respectively to the interview. Seven of them are in charge of large-scale retailers’ procurement, and five of them are salespersons of manufacturers, who supply products to retailers. It can be seen from the result of the interview that the twelve respondents hold different opinions towards the relationships among large-scale retailers’ buyer power, the quality of retailer-supplier relationship and retailers’ procurement performance. In terms of the influence of large-scale retailers’ buyer power on retailers’ procurement performance, some believe that there’s positive influence, some believe there’s negative influence, and some believe the influence should be respectively analyzed according to the degree of buyer power. In terms of the influence of large-scale retailers’ buyer power on the quality of retailer-supplier relationship, some believe large-scale retailers’ buyer power exerts positive influence on the quality of retailer-supplier relationship, some believe it exerts negative influence, and some believe the influence depends on specific circumstances. During the pre-survey with questionnaire, scales of retailers’ buyer power, the quality of retailer-supplier relationship and retailers’ procurement performance are developed on the basis of theoretical overview and interview research. Specifically speaking, the scale of retailers’ buyer power is constituted of two level-1 dimensions (buyer’s monopoly power and countervailing power) and seven level-2 dimensions; the scalerelationship and ultimately exert adverse influence on both parties’ long-term earnings. In the existing research, few scholars have thoroughly discussed the influence of retailers’ buyer power on the quality of retailer-supplier relationship and retail enterprises’ procurement performance. In addition, different conclusions exist in the analysis of the relationships among the three factors, or between two of them. In order to empirically test the influence of retailers’ buyer power on the quality of retailer-supplier relationship and retail enterprises’ procurement performance, we established the theoretical model of this study in figure 1. The research will help us to cognize the influence of retailers’ buyer power more reasonably, and guide retailers better utilize buyer power, an attempt is made to explore the following questions in this research: 1. Does direct positive influence exist between large-scale retailers’ buyer power and retailers’ procurement performance? 2. Are there any differences in the influence of different types of retailers’ buyer power on retailers’ procurement performance? 3. What influence will large-scale retailers’ buyer power exert on the quality of retailer-supplier relationship? 4. When the quality of retailer-supplier relationship is brought in as a mediating variable, what influence will large-scale retailers’ buyer power exert on retailers’ procurement performance? From the perspective of the relationships among channel members, large-scale retailers in the Chinese market, such as Wal-Mart, Carrefour, RT-Mart, OUYA Supermarket and Vanguard, as well as suppliers of their products are taken as the object of the research. Methods like interview, pre-survey and official survery with questionnaire are adopted to verify different hypotheses in the research. During the indepth interview, twelve respondents are invited respectively to the interview. Seven of them are in charge of large-scale retailers’ procurement, and five of them are salespersons of manufacturers, who supply products to retailers. It can be seen from the result of the interview that the twelve respondents hold different opinions towards the relationships among large-scale retailers’ buyer power, the quality of retailer-supplier relationship and retailers’ procurement performance. In terms of the influence of large-scale retailers’ buyer power on retailers’ procurement performance, some believe that there’s positive influence, some believe there’s negative influence, and some believe the influence should be respectively analyzed according to the degree of buyer power. In terms of the influence of large-scale retailers’ buyer power on the quality of retailer-supplier relationship, some believe large-scale retailers’ buyer power exerts positive influence on the quality of retailer-supplier relationship, some believe it exerts negative influence, and some believe the influence depends on specific circumstances. During the pre-survey with questionnaire, scales of retailers’ buyer power, the quality of retailer-supplier relationship and retailers’ procurement performance are developed on the basis of theoretical overview and interview research. Specifically speaking, the scale of retailers’ buyer power is constituted of two level-1 dimensions (buyer’s monopoly power and countervailing power) and seven level-2 dimensions; the scaleof the quality of retailer-supplier relationship is constituted of three level-1 dimensions (cooperation, adaption and relationship atmosphere); the scale of retailers’ procurement performance is constituted of three level-1 dimensions (cost performance, time performance and quality performance of procurement). The questionnaire pre-survey is specific to retailers’ procurement staff and suppliers’ sales personnel respectively. A total of valid 179 questionnaires are collected, among which, 86 are from retailers’ procurement staff and 93 are from suppliers’ sales personnel. Based on the survey data, SPSS and AMOS software are utilized in the analysis of items, reliability and validity of the different scales. Finally, the factor structure of the scale regarding retailers’ buyer power is adjusted, and the scale regarding retailers’ buyer monolopy power is re-designed specially. During the official survey with questionnaire, questionnaires are handed out to retailers’ procurement staff and suppliers’ sales personnel respectively. A total of 340 valid questionnaires are collected, among which, 178 are from retailers’ procurement staff and 162 are from suppliers’ sales personnel. The samples, which are quite representative, are evenly distributed. Based on the survey data, SPSS and AMOS software are utilized to further analyze the reliability and validity of the different appraisal scales. Finally, the various hypotheses in the research are tested by causual steps of regression analysis with SPSS. After relatively complicated and elaborate statistical analysis, most of the hypotheses are supported, some are partially supported, and only one is not supported. One of the mediating effect analysis results is show in table 1 and figure 2. Based on direct regression analysis, we can get some important results: First of all, the hypothesis that retailers’ buyer power will overally exert positive influence on retailer enterprises’ procurement performance is supported, but the hypothesis that retailers’ buyer monopoly power and countervailing power will exert positive influence on retailer enterprises’ procurement performance is partially supported. Secondly, the hypothesis that retailers’ buyer power will overally exert negative influence on the quality of retailer-supplier relationship is not supported, and the hypothesis that retailers’ buyer monopoly power will exert negative influence on the quality of retailer-supplier relationship and the dimension is partially supported, and the hypothesis that retailers’ buyer countervailing power will exert positive influence on the quality of retailer-supplier relationship and the dimension is supported. Thirdly, the hypothesis that the quality of retailer-supplier relationship, as well as the dimensions (cooperation and relationship atmosphere) will overally exert positive influence on retailer enterprises’ procurement performance is supported, and the hypothesis that the dimension---the adaptation of the quality of retailer-supplier relationship will exert positive influence on retail enterprises’ procurement performance is only partially supported. Based on causual steps of regression analysis for the mediating effect, we can also get some important results: First of all, the relationship quality plays a complete intermediary role between the retailer’s buyer power and the procurement performance. Secondly, the relationship quality plays a complete intermediary role between the r retailers’ buyer monopoly power and the procurement performance. Thirdly, the relationship quality plays a complete intermediary role between the r retailers’ buyer countervailing power and the procurement performance.Some inspirations are achieved from the research. First of all, basically speaking, the direct influence of retailers’ buyer power on retail enterprises’ procurement performance is significantly positive. Secondly, the influence of retailers’ buyer power on the quality of retailer-supplier relationship is relatively complicated. Thirdly, basically speaking, the influence of the quality of retailer-supplier relationship on retail enterprises’ procurement performance is significantly positive. Fourthly, after the quality of retailer-supplier relationship is brought in as a mediating variable, the influence of retailers’ buyer power on retail enterprises’ procurement performance depends on the specific condition of the retailer-supplier relationship.

상생협력과 공급사 성과

이수열(Su Yol Lee) 한국경영학회 2013 經營學硏究 Vol.42 No.4

Firms have changed a way of managing their supply chain by adopting win-win collaboration approach as they have realized that a large and increasing amount of sources for a corporate competitive advantage can be found in their supply chain. Such win-win collaboration in supply chains that focuses on a supply chain`s capabilities rather than mere short-term outputs has been paid more attention in Korea as polarization between large buying firms and their small suppliers became problematic. However, several important aspects have received relatively little attention. First, to date, little academic research has clearly identified win-win collaboration and its elements, and explored its effects on supply chain performance in the Korean context whereas rhetoric about the importance of win-win collaboration is abundant. Second, previous studies examining the relationship between collaboration and overall supply chain performance have provided mixed results. Third, most previous studies have more focused on large buying firms` performance, and thus little attention have paid to suppliers, in particular that of small and medium size (SME) suppliers. Given this gap, this paper explores tow questions. How does win-win collaboration influence the performance of suppliers? More specifically, how does social capital accumulated between large buyers and SME suppliers mediate the relationships between win-win collaboration and supplier performance? First, this study identified a comprehensive set of win-win collaboration practices in the Korean context by synthesizing relevant literature and perspectives of practitioners. Second, the study suggests a mediating role of relational social capital between win-win collaboration and the performance of suppliers. Third, this paper provides empirical analyses of these relationships. Consistent with the purpose of this study, the study focused on medium-sized suppliers. A total of 197 responses from SME suppliers were used for the empirical analysis. The results of a series of rigorous tests provided support for the validity and reliability of the scales, including two sub-constructs of win-win collaboration ? fairness and collaboration. Regression analyses were used to test the effects of win-win collaboration on relational social capital and supplier manufacturing performance as well as the mediating effects of relational social capital on the relationship between win-win collaboration and performance. Overall, the research results indicate that the hypotheses for the relationships between win-win collaboration, relational social capital, and supplier performance were supported. First, win-win collaboration has positive and significant impact on social capital accumulation between a buyer and its suppliers. Second, both dimensions of win-win collaboration ? fairness and collaboration ? contribute to the improvement of supplier manufacturing performance. In particular, fairness is found to have a higher impact on supplier performance than collaboration. Third, the results empirically verify a significant positive effect of social capital on the performance of suppliers. Noteworthy is that win-win collaboration increased the supplier`s manufacturing performance through relational social capital accumulation. In other words, relational social capital was found to fully mediate the effects of win-win collaboration on supplier performance. Through a comprehensive model and empirical evidence, this study provides a better understanding of win-win collaboration and important guidelines for managers of buyers as well as suppliers who wish to foster stronger supply chain capabilities. First, large buying firms should recognize that both buyers and suppliers can benefit from win-win collaboration, and thus it is not a one-directional support and/or dispensation. In addition, win-win collaboration is likely to fail if fairness is not well guaranteed. Second, managers of buyers and suppliers should foster fre

민간 항공기 제조업 아웃소싱 협력사 성과평가에 대한 연구

김종세,홍재범 대한경영학회 2019 大韓經營學會誌 Vol.32 No.8

The importance of outsourcing is increasing in the rapidly changing business environment such as the Fourth Industrial Revolution. Especially, the competence of suppliers is becoming a source of competitiveness for the companies in the manufacturing industry. Successful outsourcing requires efforts to select and foster competitive outsourcing suppliers, which are critical to outsourcing suppliers. It is important to evaluate supplier performance in the process. However, comparing to outsourcing supplier selection, there are not many studies on performance evaluation that are directly related to actual performance. This study analyzes outsourcing supplier performance evaluation method for commercial aircraft manufacturing industry. Commercial aircraft manufacturing industry requires a variety of manufacturing processes, complex and many types of components, and requires high technology and high quality. The ratio of outsourcing is higher than other industries. Moreover, considering the fact that all production processes of outsourcing suppliers cannot be directly managed, the performance evaluation method of outsourcing suppliers is very important. While study proceeded, the evaluation factors were summarized based on the relevant literature, and the evaluation factors, which were suitable for commercial aircraft manufacturing industry, were structured by conducting a survey for outsourcing evaluation staffs and supplier managers. The evaluation model was constructed by assigning the relative importance between evaluation factors using AHP. Using the established performance evaluation model, the evaluation was conducted for outsourcing suppliers and the results were analyzed. Finally, the outsourcing supplier operation plan was derived using IPA. In this study, there is a difference in perception of performance evaluation between customers and suppliers, and practical implications were suggested for future development of cooperative relationships. In order to foster new suppliers in the long term, it is necessary to transfer from the performance-based evaluation to the capacity-based evaluation. The evaluation method shall be continuously improved for the exertion of existing suppliers and the motivation of potential suppliers. 4차 산업혁명 등 급변하는 경영환경 하에서 아웃소싱의 중요성은 높아지고 있다. 특히 제조업의 경우 협력사의 역량이 해당 기업의 경쟁력의 원천이 되고 있다. 성공적인 아웃소싱을 위해서는 경쟁력 있는 아웃소싱 협력사를 선정하고 이를 육성하는 노력이 필요하며이 과정에서 중요한 것이 아웃소싱 협력사의 평가이다. 그러나 아웃소싱 협력사 선정에 비해 실제 경영성과와직결되는 성과평가에 관한 연구는 많지 않다. 본 연구는 민간 항공기 제조업을 대상으로 아웃소싱 협력사 성과평가방법을 분석한 것이다. 민간 항공기제조업은 다양한 제작 공정과 복잡하고 많은 종류의 부품이 소요되고 고도의 기술력과 높은 품질이 요구된다. 타 산업군에 비해 아웃소싱 비율도 높다. 더구나, 아웃소싱 협력사의 모든 생산과정을 직접 관리할 수 없는실정을 고려하면 아웃소싱 협력사의 성과평가 방식 고도화는 매우 중요한 문제이다. 협력사 성과평가방법을 분석하기 위해 우선, 관련 문헌을 토대로 평가요인을 정리하였으며 아웃소싱 평가실무자와 협력사 관리자를 대상으로 한 설문을 진행하여 민간 항공기 제조업 협력사평가에 적합한 평가요인을구조화하였다. 그리고 AHP를 활용하여 평가 요인간 상대적 중요도를 부여하여 평가모형을 구축하였다. 구축된 성과평가 모형을 활용하여 아웃소싱 협력사를 대상으로 평가를 실시하고 그 결과를 분석하였다. 최종적으로 IPA를 활용하여 아웃소싱 협력사 운영방안에 도출하였다. 본 연구에서는 원청기업과 협력사 간 성과평가에 대해 인식의 차이가 있음을 파악하였으며, 향후 발전적인협력관계를 위해서 실무적인 시사점을 제시하였다. 장기적 관점에서 신규 협력사 육성을 위해서는 실적 위주평가방식에서 역량 위주의 평가방식으로 전환이 필요하며, 이를 위해서 기존 협력사들의 분발과 신규업체의동기부여를 위한 방향으로 지속적으로 평가방법을 개선해야 한다.

구매자협력이 신제품의 성과에 미치는 영향과 구매자

박다현(Da Hyoun Park),박상욱(Sang Wook Park) 한국경영학회 2012 經營學硏究 Vol.41 No.3

In today`s ever-intensifying competitive environment, new product development is the prerequisite for corporate survival and growth. Therefore practitioners and researchers are highly interested in factors which affect the success of new products. While buyer collaboration is identified as one of NPD success factors and the view that it positively influences NPD performance is widespread, multiple studies and cases show that it does not necessarily guarantee better NPD performance. The inconsistency arises from studying buyer collaboration only in the context of NPD success factors. From the supply chain management viewpoint, buyer collaboration is not only one of success factors for a specific NPD project, but also a decision variable that interacts with buyer-supplier relationship. Hence integrative approach of NPD and supply chain management is necessary to examine the effect of buyer collaboration on NPD success, but empirical research in the area remains underdeveloped. To reveal the moderating role of the buyer-supplier relationships in the path from buyer collaboration to NPD performance, 4 main hypotheses are derived as follows: H1: Buyer collaboration has a positive effect on NPD project performance. H2: NPD project performance has a positive effect on NPD market performance. H3: Buyer collaboration has a positive effect on NPD market performance. H4: Supplier`s dependence on the buyer has a negative moderating effect H4-1: on the relationship posited in Hypotheses 1. H4-2: on the relationship posited in Hypotheses 2. H4-3: on the relationship posited in Hypotheses 3. 176 datasets are collected from Korean manufacturing firms and Structural Equation Modeling(SEM) analysis is conducted to test hypotheses regarding the impact of buyer collaboration on NPD project performance and NPD market performance, and hypotheses 1, 2 and 3 are supported. Multi-group analysis followed by c2 difference test is applied to test hypotheses about the moderating role of supplier`s dependence on the buyer, and hypotheses 4-2 and 4-3 are accepted. The result shows that buyer collaboration in the NPD project has a positive impact on the NPD project performance and better NPD project performance leads to the better NPD market performance. At the same time, buyer collaboration directly affects NPD market performance. Furthermore, it is derived through multi-group analysis that supplier`s dependence on the buyer negatively moderates the path from buyer collaboration to NPD success. The study provides a significant implication that collaboration with the buyer, which is recognized as a new product success factor, is less effective in improving NPD market performance when a supplier is highly dependent on the buyer, i.e., that the NPD success interacts with buyer-supplier relationship. Although higher NPD project performance is achieved through collaboration with the buyer, this may not lead to equally high market performance in case of high dependence on the buyer. In this case, buyers may behave in opportunistic ways using their superior power, and suppliers are likely to be compromised on their profit from the new product. We suggest that success of buyer collaboration is significantly affected by the nature of buyer-supplier relationships. Therefore, careful evaluation on the established relationship with the buyer should be done before entering into collaborative relationships to get the most out of NPD success. This study is significant in that it breaks new ground in the study of NPD by examining the effect of buyer collaboration on NPD success from the perspectives of supply chain management, in particular, buyer-supplier relationships.

대·중소기업 간 상생협력 촉진 차원에서 제조업체의 ‘공급업체 개발’ 역량과 ‘생산성과’ 관계에 대한 품질 우위 및 납기 전략의 효과 연구

이재열,박정수 한독경상학회 2018 經商論叢 Vol.36 No.4

Nowadays competition in business is changing from company level to supply chain level, due to many pressures from business environment change, including fast development of technology, needs for faster delivery and gentrification of customers’ needs. This change demands companies to take new approach of SCM (Supply Chain Management), which seeks both to improve customer satisfaction and to reduce SC cost by making the several companies in a SC act like one entity using various technological and behavioral initiatives of SCM. Among various initiatives of SCM, there is one called ‘supplier development,’ which means all long-term cooperative effort by a company to improve its suppliers’ various capabilities to improve their performances and, moreover and by doing so, the company’s quality and performances as well. Supplier development concept can be divided into ‘human-specific supplier development’ and ‘capital-specific supplier development.’ The former includes technological support, actual visit to supplier company, supplier’s participation in product design and the latter includes supplier’s transaction-specific facilities and equipment, new facility investments and a company’s transaction-specific materials and components. In summary, supplier development can be defined as a long-term cooperative effort by a company to upgrade its suppliers’ technical capabilities, quality delivery, and costs in view of continuous improvement. The purposes of this study are, in the first step, to define and conceptualize companies' supplier development practice and to examine empirically the causal relationships between supplier development activities and production performance. As the second step of this study, we examined whether there are moderate effects on the relationship of 2 operations capabilities, as strategies of companies, of quality and delivery. To confirm two models we conducted sample survey for empirical analysis to 162 companies nationwide. The results of our study are as follows. Firstly, both supplier development practice and production performance are proper as constructs for models for empirical studies. Second, suppler development practice has positive effect on production performance. Third, quality strategy showed significant positive moderate effect on relationship between supply chain practice and production performance, while delivery strategy did not. This result implies that those quality strategy has synergistic effect on supplier development effort of companies in order to improve performance. This study offers an implication to identify the optimal strategic combination of supplier development practice and quality strategy, which have a synergistic effect on production performance. 에서 지역의 산업․경제 육성 및 학문․연구 진흥의 의무를 규정하고 있으며, 주정부는 지역의 혁신환경 조성, 경제․산업 및 고등교육기관 육성의 책임을 가지고 전담부처를 구성하여 자율적으로 사무를 수행한다. 이러한 연구결과를 바탕으로 우리나라의 지역과학기술정책에 대한 시사점을 다음과 같이 도출하였다. 첫째, 지자체가 지역과학기술혁신 사무를 추진할 법적 근거를 마련하는 것이 필요하다. 둘째, 정부가 지역과학기술혁신관련 사무를 지자체에 위임

Multi-Dependent Criteria Supplier Selection with Uncertain Performance Evaluation

O. Anuchitchanchai,K. Suthiwartnarueput,P. Pornchaiwiseskul 인하대학교 정석물류통상연구원 2018 JOURNAL OF INTERNATIONAL LOGISTICS AND TRADE Vol.16 No.2

Nowadays businesses tend to compete with rivals by improving capability to meet customer demands. One of the key to improve logistics efficiency of a firm is to select appropriate supplier. In the past, to select the most suitable supplier, most people evaluated performance by using average performance or variance from historical data but did not mentioned skewness. In other words, skewness impact on supplier performance is ignored by researchers and buyers. In fact, supplier with greatest average performance does not confirm to be the most suitable one because of uncertainties which make its performance skew either to the left or right, i.e., lower or higher than expectation. Therefore, this empirical study aims to discover and determine the important role of skewness on supplier selection problem. After identifying influential criteria on supplier selection, we analyze skewness effect on suppliers’ performance in each criterion by surveying real data of suppliers’ performances. Skewness effect can be rated in 3 levels; no effect, moderately effect, and highly effect. The results show that, there is only one criterion with no skewness effect, which is price. Criteria which have high skewed performance, for both of medium-sized and large-sized buyers, are lead time, product quality and reliability, and on-time delivery. Also, skewness has higher effect on suppliers’ performance of medium-sized buyers than large-sized buyers. The conclusion surprisingly shows that, skewness is the best index to distinguish between good and bad suppliers, while mean is the worst index.

수출제조업체의 공급업체 개발 지원활동이 상호신뢰 형성과 수출성과에 미치는 영향

박정희(Jung-Hee Park),주혜영(Hye-Young Joo) 한국무역연구원 2016 무역연구 Vol.12 No.3

The recent business environment calls for competition among supply chains rather than business-to-business competition. Thus, export manufacturing firms need support for supplier development to strengthen company cooperation with suppliers who are pivotal in supply chain performance. In this respect, this study examines structural relationships between supporting supplier development in export manufacturing companies, purchasing and export performance in the Korean context. We acquired 308 valid samples from a survey of Korean export manufacturing firms and used structural equation modeling to analyze the data through AMOS 21.0. Our findings suggest that supporting supplier development of export manufacturing companies is useful to boost exporters’ performance. More specifically, findings show that: 1)supporting supplier development of exporters has a positive effect on purchasing performance; 2) supporting supplier development also has a positive impact on mutual trust with suppliers;3) purchasing performance has a significant effect on mutual trust with suppliers; 4)purchasing performance has a positive effect on export performance but their link is not robust; and 5) mutual trust has little influence on export performance. From these results, export manufacturing firms need to allocate resources for supplier development activities to improve corporate performance.

구매자-공급자 연계 IT 성과와 IT 인프라가 기업 성과에 미치는 영향에 대한 연구 : IT Performance, IT Infrastructure and Firm Performance

이윤석,김성홍,김진한 한국경영과학회 2004 經營 科學 Vol.21 No.2

Cooperative and integrative partnerships between buyers and suppliers are very important for effective operations. Such partnerships should be based on various information technologies developed in recent years. Therefore, we investigated the relationship among IT performance, IT infrastructure and supply chain performance in buyer-supplier linkage using exploratory examination. This analysis is based on survey results of buyer-supplier practitioners in Korean electronics Industry. Specifically, we used factor analysis, correlation analysis, and regression analysis. Major findings are as follows. First, buyers' IT performance contributed to enhance their operational & financial performance, and satisfaction. Second, buyers' IT Infrastructure improved their financial performance and satisfaction but showed mixed effects on operational performance. Third, suppliers' ' operational performance enhanced buyers' operational & financial performance, and satisfaction. Fourth, suppliers' ' IT performance strengthened their operational & financial performance, and satisfaction. Fifth, suppliers' ' IT infrastructure showed positive relationships with operational performance and satisfaction.

구매자-공급자 연계 IT 성과와 IT 인프라가 기업 성과에 미치는 영향에 대한 연구

이윤석,김진한,김성흥 한국경영과학회 2004 經營 科學 Vol.21 No.3

Cooperative and integrative partnerships between buyers and suppliers are very important for effective operations. Such partnerships should be based on various information technologies developed in recent years. Therefore, we investigated the relationship among IT performance, IT infrastructure and supply chain performance in buyer-supplier linkage using exploratory examination. This analysis is based on survey results of buyer-supplier practitioners in Korean electronics industry. Specifically, we used factor analysis, correlation analysis, and regression analysis. Major findings are as follows. First, buyers' IT performance contributed to enhance their operational & financial performance, and satisfaction. Second, buyers' IT infrastructure improved their financial performance and satisfaction but showed mixed effects on operational performance. Third, suppliers' operational performance enhanced buyers' operational & financial performance, and satisfaction. Fourth, suppliers' IT performance strengthened their operational & financial performance, and satisfaction. Fifth, suppliers' IT infrastructure showed positive relationships with operational performance and satisfaction.

효과적인 공급사 부품(문)군 전략, 평가, 성과 관리 및 개발에 대한 고찰

류성국(Sung-Kook Ryou) 한국구매조달학회 2008 한국구매조달학회지 Vol.7 No.2

경쟁이 치열한 글로벌 시대에 있어서, 전통적인 경쟁 입찰을 통한 공급자를 선정하는 때와는 달리 공급사와 전략적으로 협력하여 지속적인 경쟁우위를 가져야하는 공급관리전문가들은 여러 분야에 걸쳐서 잠재적 공급사의 능력 및 성과를 평가하는 것에 게을리 할 수 없다. 공급사의 철저한 평가 및 관리만이 그 후 계속되는 거래 시 일어 날 수 있는 문제점을 감소시키거나 미연에 방지할 수 최선의 방법이기 때문에, 공급관리전문가들이 현장에서 편리하게 사용할 수 있는 평가 및 관리방법을 제시하는데 본 연구의 목적이 있다. 만약 어느 회사가 최적의 공급사를 유지하고 있을 경우, 공급사를 변경하기란 쉽지 않기 때문에, 처음부터 올바른 공급사를 찾아서 평가하고, 선정하는 것이 더욱 중요한 것이다. 공급관리 분야가 전술적이고 계약 지향적 기능에서 전략적인 역량으로 변화하고 있으며, 그 전략적인 변화의 힘에는 제품 서비스에 대한 외주 의존도가 증가하고 있고, 세계화가 심화되고 있으며, IT 기술의 발달로 공급관리 기술이 발전되고 있고, 시간 및 응답력이 빨라지고 있으며, 소프트웨어의 발달로 여러 가지 성과 개선 방법이 발전하고 있는 등 공급관리가 그 어느 때보다도 변화하지 않으면 경쟁우위를 가질 수 없는 상황에 있다. 그럼에도 불구하고, 아직도 이러한 중요성을 인식하면서도 공급사 부품(문)군 전략의 부족과 합리적인 평가 방법 및 양식이 없어서 현장에서 어려움을 겪고 있는 공급관리전문가들이 많이 있는 점을 감안하여, 선행관리 단계로서, 부품(문)군 전략개발, 잠재적 공급사 평가를, 지속적 관리 단계로서, 현 공급사 성과관리 및 전략적 공급사 개발에 필요한 체계적인 방법을 논하였으며, 공급사와의 장기적인 협력 관계를 고려하여 상생(Win-Win)차원에서 공급사에 대한 문서화된 부품(문)군 전략을 수립하여 공급사 평가, 성과관리 및 개발을 다루는 것이 경쟁력 우위를 가질 수 있는 최선의 방법임을 제시하였다. The purpose of this study is to bring up methodologies and templates for supply management professionals, who are interested in assessing the capabilities and performance management abilities of potential suppliers, as well as developing relationships with incumbent suppliers differently from the way it used to be done under traditional competitive bidding, because the supply management professionals are now realizing that logical and thorough assessment and performance management are the only way to reduce unexpected issues, which can arise with suppliers. It will be very difficult for supply management professionals to change suppliers after carrying out supplier optimization. So, it becomes important to thoroughly assess new suppliers from the beginning with the right methodologies and templates. Supply management is rapidly changing from tactic and contract-oriented function, to a strategic function, due to increased dependence on outsourcing goods and services, globalization, developments in supply management technology, improvements in time and responsiveness, as well as improvements in performance methodologies, which are forcing supply management to transform into a direction which emphasizes competitive advantages. In spite of such changes, many supply management professionals are suffering from insufficient knowledge of the rational commodity(category) strategies, methodologies and templates for supplier assessment and development. In consideration of this circumstance, I present methodologies and/or templates for not only assessing new suppliers and managing performance for incumbent suppliers as a advanced management but also establishing written commodity(category) strategies and applying the appropriate ones among lots of techniques for development of strategic suppliers as a continuous management step by step, using Win-Win strategies between suppliers and supply management organization from a long term relationship standpoint.