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공급사슬전략 수립 및 실행이 협력성과에 미치는 영향: 신뢰와 몰입의 조절효과

The Effects of Formulation and Implementation of Supply Chain Strategy on Collaboration Performance: Moderating Effects of Trust and Committment

김성홍
한국기업경영학회 (Korean Corporation Management Association)|2012.08|기업경영연구 (Korean Corporation Management Review)|제19권 제4호|pp. 27-49|DOI http://dx.doi.org/

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참고문헌

키워드

신뢰TrustPerformance몰입CommitmentSupply Chain Strategy협력성과SC전략협력실행Collaboration Practice
주제분류경영학

초록

SCM은 1990년대 중반에 관심을 받기 시작하여 21세기 기업경쟁력을 향상시키기 위한 중요한 운영전략으로 주목받아왔다. 현재까지 효율성, 민첩성, 적응성, 정렬성 등 다양한 SC전략이 개발되어왔고, 이들 간 상충관계와 보완관계에 대한 주장이 공존하고 있다. 한편, SCM을 효과적으로 활용하기 위해서는 SC전략 수립뿐만 아니라 이러한 전략을 효율적으로 실행할 수 있는 방안이 필요하다는 인식에 따라 전략수립, 전략실행, 기업성과의 관계에 대한 다양한 연구가 시도되어왔지만 확실한 결론을 도출하지 못하고 있다. 따라서 본 연구의 목적은 SC전략의 개념을 정의하고, SC전략이 기업 간 협력실행 및 협력성과에 미치는 영향을 분석하는 것이다. SCM에 대한 문헌연구를 기초로 SC전략을 개념화하고 SC전략, 협력실행, 협력성과에 대한 측정척도를 개발 하였다. 실증분석을 위한 조사 자료는 120개 한국 제조업체로부터 수집하였다. SC전략 측정항목에 대해 탐색적 요인분석, 군집분석, 판별분석, 2차 요인 분석을 활용하여 신뢰성과 타당성을 검증하였다. 그리고 구조방정식 모델을 활용하여 SC전략, 협력실행, 협력성과의 인과관계를 분석하였다. 그 결과를 요약하면 다음과 같다. 첫째, SC전략은 다차원적이며 효율성, 민첩성, 정렬성으로 구성된 2차 요인이다. 둘째, SC전략과 협력실행, 협력 실행과 협력성과 간에는 유의한 정의 관계가 존재한다. 셋째, 신뢰와 몰입은 SC전략과 협력실행 간 관계를 유의하게 조절한다. 마지막으로 SC전략은 협력성과에 직접적으로 유의한 영향을 미치는 것이 아니라 협력 실행을 통해 간접적으로 유의한 영향을 미친다. 즉, 협력실행은 SC전략과 협력성과의 관계를 완전 매개한다

Abstract

Supply chain management (SCM) has become one of the most popular approaches to enhance the competitive advantage of organizations today. Over the last decade, there has emerged a view that recognizes that the route to competitive advantage lies through the supply chain. Therefore firms began to recognize that it is not enough to improve efficiency and effectiveness only within their organizations because competition is no longer between organizations, but among supply chains. Effective SCM has become a potentially valuable way of securing competitive advantage and improving organizational performance. Several authors has proposed that firms need to focus not only their corporate strategy but also supply chain strategy and align it towards the product/market. In other words, firms should form the most suitable supply chain strategy for a certain market context. On the other hand, some authors has suggested a combinative supply chain strategy since only one strategy is inadequate to support firms competing in a hyper-competitive and dynamic environment. But empirical investigations of this strategy within SCM performance are scant. There is agreement among researchers that to achieve better performance and competitive advantage, firms must not only have appropriate strategies but they must also ensure that such strategies are aligned with their management control system. Numerous academic research has conducted on the relationships among supply chain strategy, organization structure, strategy implement, and firm performance. But inconclusive results are yielded yet. This study is (1)to conceptualize an combinative strategy within the context of a manufacturer’s supply chain strategy (2)to develope the supply chain implementation model that consist of supply chain strategy, collaboration practices, and collaboration performances appling the strategy-implementation model and manufacturing capacity model (3)to investigate the influence of supply chain strategy on inter-firm collaboration and its performance (4)to test the moderating effects of trust and commitment on the relationships between collaboration practices and its performances. Drawing upon literature review in SCM, supply chain strategy is conceptualized and the measurement items of supply chain strategy, collaboration practices, and collaboration performance are developed. Survey-based data for the study was collected from 120 Korea manufacturers, and the measurement scales were tested and validated using exploratory factor analysis, cluster analysis, discriminant analysis, second-order factor analysis, and structural equation modeling. The results are as follows. First, combinative supply chain strategy is a multidimensional, second-order construct reflected by efficiency, agility, and alignment. Second, there are positive direct relationships between supply chain strategy and collaboration practice, collaboration practice and its performance. Third, trust and commitment have moderating effects in relationship between supply chain strategy and collaboration practice. Finally, the relationship of supply chain strategy to collaboration performance was indirect, through collaboration practice; i.e., collaboration practice was found to fully mediate the relationship between supply chain strategy and collaboration performance. This study uses a component-wise approach to examine a mechanism where three components of supply chain strategy contribute to collaboration performances by a mediating effect of collaboration practices. Several implications to academic research and managerial can be brought up based on the analysis results discussed so far. But, this study has several limitations. Firstly, there was some redundancy in measurement items of supply chain strategy. Secondly, the data used in this study were based on respondents’ subjective evaluation as the survey items rather than actual actions in organization. Lastly, sample size is very small, only 120 Korea manufacturers.

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