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학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
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연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
논문 기본 정보
- 자료유형
- 학술대회자료
- 저자정보
- 저널정보
- 한국로고스경영학회 한국로고스경영학회 학술발표대회논문집 Proceedings of the 3rd International Joint Conference among KALM, MMDIC, and MECS in 2005
- 발행연도
- 2005.7
- 수록면
- 331 - 333 (3page)
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In the 21st century the importance of supplier networks becomes a vital factor to company performance, and the researchers and practitioners are gradually focusing their attention on this subjects. Many researches tried to find out what is important factors to successful supply chain management(SCM) implementation. Information sharing and collaboration among trading partners were investigated critical success factors in supply chains.
While the information sharing and collaboration have been identified and defined as either operational or strategic in many literatures, previous researches have failed to distinguish relationship between the two. To maximize SCM's full potential, supply chain partners need both operational and strategic information sharing and collaboration. Strategic information sharing and collaboration are an on-going, long-term interfirm activities for achieving strategic goals, which delivers value to customers and profitability to partners. Operational information sharing and collaboration are an as-needed, shorter-term activities for obtaining parity with competitors.
The purposes of this study are to identify critical success factors, that is, the antecedents and consequences of operational and strategic information sharing and collaboration for vertical relationships within supply chains, develop measures of these factors, and test hypotheses regarding how the factors interrelated.
Antecedents are the factors that enhance or impede the implementation of SCM activities. A review of the logistics and organizational behavior literature reveals that there are primarily three groups of antecedents of information sharing and collaboration: (1) the strength of the relationship between exchange partners(trust, commitment and interdependency); (2) organizational characteristics(top management support and cultural similarity); and (3) transaction characteristics(goal compatibility, age of relationship, information quality and rate of technology change). The recognition of the importance of these antecedents by a particular company is represented as a prerequisite to supply chain management. These antecedents provide guidance as to the preconditions that need to be in place in order for a company to implement supply chain management with its suppliers and customers.
The motive behind the information of a supply chain management is to increase supply chain competitive advantage. This improves the profitability of the supply chain and its members. Specific objectives to improve profitability, competitive advantage, and customer value/satisfaction of supply chain, as well as its participants, are suggested by several researchers. A key objective of SCM is to lower the costs require to provide the necessary level of customer-enriching supply system focused on synchronizing the flow of products, services, and information to create individualized sources of customer service values. As such, SCM is concerned with improving both efficiency and effectiveness to obtain competitive adv ... 전체 초록 보기
While the information sharing and collaboration have been identified and defined as either operational or strategic in many literatures, previous researches have failed to distinguish relationship between the two. To maximize SCM's full potential, supply chain partners need both operational and strategic information sharing and collaboration. Strategic information sharing and collaboration are an on-going, long-term interfirm activities for achieving strategic goals, which delivers value to customers and profitability to partners. Operational information sharing and collaboration are an as-needed, shorter-term activities for obtaining parity with competitors.
The purposes of this study are to identify critical success factors, that is, the antecedents and consequences of operational and strategic information sharing and collaboration for vertical relationships within supply chains, develop measures of these factors, and test hypotheses regarding how the factors interrelated.
Antecedents are the factors that enhance or impede the implementation of SCM activities. A review of the logistics and organizational behavior literature reveals that there are primarily three groups of antecedents of information sharing and collaboration: (1) the strength of the relationship between exchange partners(trust, commitment and interdependency); (2) organizational characteristics(top management support and cultural similarity); and (3) transaction characteristics(goal compatibility, age of relationship, information quality and rate of technology change). The recognition of the importance of these antecedents by a particular company is represented as a prerequisite to supply chain management. These antecedents provide guidance as to the preconditions that need to be in place in order for a company to implement supply chain management with its suppliers and customers.
The motive behind the information of a supply chain management is to increase supply chain competitive advantage. This improves the profitability of the supply chain and its members. Specific objectives to improve profitability, competitive advantage, and customer value/satisfaction of supply chain, as well as its participants, are suggested by several researchers. A key objective of SCM is to lower the costs require to provide the necessary level of customer-enriching supply system focused on synchronizing the flow of products, services, and information to create individualized sources of customer service values. As such, SCM is concerned with improving both efficiency and effectiveness to obtain competitive adv ... 전체 초록 보기
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UCI(KEPA) : I410-ECN-0101-2009-325-017134644