육군 공급사슬에서의 적정 보급수준 산정 방안에 관한 연구 : 경영전략 측면에서의 전략적 보급수준을 중심으로
A Study on Determining the Appropriate Supply Level in the Army Supply Chain: Focusing on Strategic Supply Levels from a Management Strategy Perspective
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초록
보급수준은 경제적, 효율적으로 보급운영을 지속하기 위해 필요한 재고수준을 일수(Days) 개념으로 나타낸 것이다. 보급수준을 우리 군에서 오랜 기간동안 운영하였으나, 이의 산정에 대한 과학적 및 논리적 근거는 불명확하다. 이러한 점은 물류 관련 기술과 여건이 지속적으로 개선되는 오늘날에 어떠한 방식으로 보급수준을 산정해야 하는지에 대한 의문점을 제기한다. 따라서, 본 연구에서는 시스템 다이나믹스 시뮬레이션을 이용하여 전시와 평시를 포괄할 수 있는 보급수준을 산정하고자 한다. 이를 위해 본 연구에서는 경영전략 관점에서 '전략적 보급수준' 개념을 전시에 높은 수요충족률을 보장하는 보급수준으로 정의하였다. 그리고 일반적인 육군의 공급사슬을 시스템 다이내믹스로 모형을 구축하고, 연구대상 품목의 거래실적을 분석하여 확인한 모수를 연구모형에 반영하였으며 이를 바탕으로 최적화를 수행하여 적정 보급수준 일수를 제시하였다. 본 연구는 시뮬레이션 기반의 보급수준 산정에 대한 이론적 근거를 제시하였으며 품목별 보급수준 산정이 현행의 보급수준 정책보다 효율적이라는 관리적 시사점을 제시하였다.
Abstract
The Supply Level can be defined as the level of inventory necessary to sustain supply operations economically and efficiently, expressed in days. However, there is a lack of clear scientific or logical basis for determining supply levels. This raises questions about how to determine appropriate supply levels in today's context where logistics technology and conditions are continuously advancing. Therefore, in this study, we aim to determine a supply level covering both wartime and peacetime using system dynamics simulation. For this purpose, we define the "Strategic Supply Level" from a management strategic perspective as a supply level that ensures a high fulfillment rate in wartime. To determine strategic supply level, we construct a Army supply chain model from Logistics command to the organizational units, analyze transaction data of supply items, and incorporate the parameters confirmed through the analysis into the model. Then, we optimize the supply level for each unit. This study provides a theoretical basis for simulation-based determination of supply levels, which has been lacking until now, and offers managerial recommendations suggesting that operating supply levels based on item-based rather than class-based inventory may be more efficient.
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