공급사슬에서 한국 수출기업의 기업 간 관계와 성과차이에 대한 연구
A Study on Inter-Corporate Relationships of Korean Exporting Firms and Gaps in Performance in Supply Chains
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초록
본 연구의 목적은 기업 간 관계에서 공급사슬협력수준들을 분류하고 이러한 수준들 간의 성과차이를 분석하는 것이다. 분석결과는 다음과 같다. 첫째, 공급사슬협력수준들은 내부협력, 공급자협력, 고객협력 및 공급사슬협력으로 분류된다. 이는 기업들의 현재의 공급사슬협력수준을 반영한다. 둘째, 표본기업들은 공급자협력에 가장 많이 포함되었다. 그 이유는 표본기업들이 중소기업을 많이 포함하고 있기 때문이다. 셋째, 공급사슬협력수준들 간의 비용성과와 서비스성과에서 차이를 보였다. 이는 기업들이 높은 성과를 달성하기 위해 공급사슬협력을 위한 전략적 선택을 해야 한다는 것을 반영한다. 넷째, 공분산분석의 결과는 공급사슬협력수준들 간의 비용성과의 차이가 서비스성과에 의해 영향을 받는 것으로 확인되었다. 이는 서비스성과와 비용성과 간의 차원을 설명한다.
Abstract
The aims of this research are to classify the levels of supply chain collaboration in the relationships between firms and to analyze gaps in performance among the levels. To achieve the aims, this research ascertained the theoretical relationships between the variables and developed conceptual and operational definitions of the variables through prior research. The questionnaire was sent to the members of Korean International Trade Association and 241 data were collected. The results of the analyses are as follows. First, the levels of supply chain collaboration are classified into internal collaboration, supplier collaboration, customer collaboration and supply chain collaboration. The result explains that they are mutual independent clusters. The result was analyzed on the basis of clear criteria and as a result, firms can attain internal collaboration, supplier collaboration, customer collaboration and supply chain collaboration in order. Second, there are the largest numbers of sample firms in supplier collaboration. This reflects the fact that the population is Korean exporting firms. The firms have the low level of involvement with importers because they are exporters rather than the high level of involvement such as foreign direct investment or joint venture. Therefore, they have the high level of collaboration with domestic suppliers rather than oversea importers. Third, there are gaps in cost performance and service performance among the levels of supply chain collaboration and in addition, the result of post hoc analysis explains the amount of performance improvement on the basis of the levels of supply chain collaboration. This reflects the fact that there are gaps in performance among the levels of supply chain collaboration. The result explains that if they want to achieve the high level of performance, they need to find their position in the levels from the viewpoint of strategic choice theory. As a result, they can attain the high level of performance when they move their position on the higher levels of supply chain collaboration on the basis of strategic decision-making. However, the result of post hoc analysis shows that customer collaboration has higher performance than supplier collaboration. The reason is that the sample firms were almost small and medium sized enterprises. In other words, the sample firms are a lack of competence to perform supplier collaboration and customer collaboration simultaneously and as a result, they focus their competence on customer collaboration, followed by high performance. From the viewpoint of the bargaining power of Porter(1980), the bargaining power of customers is higher than the bargaining power of suppliers and as a result, firms which focus on customer collaboration can achieve higher performance. Fourth, the result of analysis of covariance shows that gaps in cost performance among the levels of supply chain collaboration are affected by service performance. However, gaps in service performance are affected by the levels of supply chain collaboration. This means that the levels of supply chain collaboration are based on service performance, which is based on cost performance. This explains the dimensions of performance. Service performance is regarded as the precedent variable of cost performance in the dimension. In other words, from the viewpoint of strategic choice theory, when firms perform strategy, they can achieve service performance firstly, followed by cost performance finally. Therefore, when firms decide strategy, they should firstly consider service performance rather than cost performance.
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