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공급망에서 사급(賜給) 거래 계약이 1차 협력사의 운영성과에 미치는 영향

Exploring the Determinants of Top-tier Supplier’s Operational Performance in Directed Sourcing Contexts: An Empirical Study

김효진|허대식|민순홍|양진석
한국생산관리학회 (The Korean Production And Operations Management Society)|2014.11|한국생산관리학회지 (Journal of the Korean Production and Operations Management Society)|제25권 제4호|pp. 319-342|DOI 10.21131/kopoms.25.4.201411.319

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참고문헌

키워드

사급 거래대리인이론지배구조이론계약적 지배구조관계적 지배구조다층공급망관리Directed sourcingAgency theoryGovernance theoryContractual governanceRelational governanceMulti-tier supply chain management
주제분류경영학

초록

사급(directed sourcing, 賜給)은 구매기업이 1차 협력사가 필요로 하는 원부자재 중 일부를 직접 구매하여 제공하고, 1차 협력사는 가공 후 완성품을 납품하도록 하는 구매계약을 일컫는다. 구매기업은 사급 계약을 활용하여 원가절감, 품질향상, 납기안정, 위험관리 등의 성과를 얻지만, 1차 공급사는 구매권한을 제한받고 계약관계가 없는 사급품 공급사를 통제해야 하는 어려움을 가지고 있다. 따라서, 1차 협력사는 사급관계에 불만을 가지고 기회주의적 행동을 할 가능성이 있다. 본 연구는 구매기업이 1차 협력사의 불만 요인을 해소하고, 사급을 성공적으로 이행하기 위해서 취할 수 있는 방안에 대해서 고찰하고, 실증적으로 그 효과를 입증하려고 한다. 구체적으로 대리인이론과 지배구조이론에 기반하여, 1차 협력사와의 사급목표일치, 사급관련 인센티브 제공, 구매기업의 직접적 조정 및 중재, 그리고 공급사들 간 사회적 조정의 네 가지 방안을 제시하고, 이 방안들이 1차 협력사의 운영성과 개선에 긍정적인 영향을 끼친다는 가설을 설정하였다. 김포상공회의소 회원사 중 사급수행기업을 대상으로 설문조사를 실시하여, 총 102개 기업으로부터 자료를 수집하였으며, 위계적 회귀분석을 통해서 가설을 검증하였다. 구매기업과 1차 협력사 간 사급 목표 일치, 사급 거래 인센티브, 구매기업의 직접적 조정은 1차 협력사의 운영 성과 개선에 통계적으로 유의한 영향을 끼치는 것으로 나타났다.

Abstract

Directed sourcing creates a buyer- top-tier supplier-subsupplier triad where the buying firm purchases inputs from the subsupplier and provides them for the top-tier supplier. Then, the top tier supplier utilizes direct-sourced items to build a product for the buyer firm. Such directed sourcing contracts are mainly driven by the buying firm for the benefits of cost reduction, quality improvement, lead time reduction, risk management, etc. Yet, directed sourcing puts the top tier supplier in a challenging situation in that the top tier supplier has to reliquish its purchasing authority and coordinate with the subsuppiler without formal contract authority. In this situation, the discontent top tier supplier may engage in opportunistic behaviors. The purpose of this study is to explore how the buyer firm may motivate the top tier supplier to engage in directed sourcing, help it to control the subsupplier, and then improve its operational performance. We propose that top tier supplier’s operational performance is influenced by goal congruence between the buyer firm and the top tier supplier, contract incentives, direct control by the buyer firm, and social ties between the two suppliers. Data are collected from 102 Korean manufacturing firms that have engaged in directed sourcing, and the hypotheses are tested using hierarchical regression methods. Empirical results are presented and future studies are also discussed.

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