Earticle

Recently, online network & internet have become important in our lives. We use internet everyday to find information, shopping or business transaction etc. And especially firms’ utilization of internet is increasing more and more. Currently, there’re two strategies which are being practiced in manufacturing firms. The first one is the e-SCM method which is expected to extend network competitiveness with retailers. The second one is the extension of e-Commerce in which manufacturing companies acquire customers’ information through direct contact. However, it’s difficult for a manufacturing company to get benefits out of these two strategies at same time because each strategy can be regarded as exclusive rather than complementary. For a manufacturing firm, e-SCM is cooperative with retailers, but e-Commerce is not. This mutually exclusive point has resulted in channel conflict. So, many enterprises have been trying to solve these channel problems, but so far the way to solve theses problems is just for the avoidance of channel conflict by minimizing problem rather than by finding fundamental solution. So far, the study of online channel conflict avoidance has been much, but the study for the solution of it has not been enough yet. In this research, the case of S’ electronics company is studied. The firm is expected to demonstrate synergy effects by performing integrated e-SCM which integrates e-Commerce with e-SCM. Hence, the purpose of this researchis to find empirically the impact of integrated e-SCM on retailers’ performance. First, S’ electronics fundamentally removed channel conflict by adopting the integrated e-SCM which combines e-Commerce with e-SCM. Second, as a result, the retailers of S’electronics company are expected to perform well in the financial aspects such as profitability, productivity as well as in the non-financial aspects such as reduction of decision time, retailers' competitiveness for e-Commerce. Therefore, a set of hypothesis that retailers' performances are influenced by the integrated e-SCM are made, and customer satisfactions are also increased. Finally, in concluding section of this research, a few cases of retailers’ experiences will be illustrated in terms of financial as well as non-financial perspective. The result of this study will suggest that, at the era of internet, the importance of retailers will not be reduced. Rather the cooperation between manufacturing firms and retailers will be needed more than ever.

제조기업들은 고객과 직접 거래를 하기 위하여 보편화되고 있는 e-Commerce와 CRM 마케팅활동을 시도하고 있다. 그러나 대리점들은 반대하고 있다. 제조기업들은 대리점의 반대에 대한 해결방안을 찾지 못하고 대부분 마찰을 회피하고 있다. 제조기업이 온라인 채널마찰을 회피하는 것 만으로는 대리점과 함께 e-Commerce와 CRM 마케팅을 구현하기는 어려울 것이다. 본 연구는 온라인 채널 마찰 문제를 회피하지 않고 완전하게 해결하게 된 S전자의 통합 e-SCM전략에 대한 사례연구이다. S전자에서는, 통합 e-SCM전략을 효과적으로 운영하고 있다. 통합 e-SCM 전략은 기존의 SCM전략과 e-Commerce전략을 동시에 구현하고 있다. 운영성과를 보면, 첫째 온라인 채널 마찰 문제를 완전하게 해소하였다. 둘째, 제품재고일수를 종전 30일 이상에서 17일까지 대폭 단축하였다. 셋째, 리드타임을 10일 이상에서 4일 이내로 단축하였다. 넷째, 생산관리 주기를 월간 단위에서 주간 단위로 단축하였다. 다섯째, 확정 계획 실행율이 50% 이하에서 부터 거의 100%까지 향상되었다. 많은 제조기업들이 온라인 채널마찰을 회피하는 소극적인 전략으로 대응하는 동안에 S전자는 통합 e-SCM 전략으로 온라인채널마찰을 완전하게 해소시키고 있었다.

Manufacturing companies can achieve the powerful tool which can help them to deal directly with customers during developing and widespreading e-Commerce, and most of all retailers resistance to their e-Commerce strategies. Their resistances are essential phenomenon, we would call it On-line Channels Conflicts. But companies can't find solutions how to get rid of conflicts, and can just find the way how to avoid only them. S-electronics very effectively operate the integrated e-SCM strategy which is including e-SCM and e-Commerce strategies together. I studied on the effects of integrated e-SCM strategy of S-electrinics, and the results are same as follows. First, the S-electronics removed the cause of on-line channel conflicts. Second, the S-electronics and retailers can get trust more deeply each other during they are doing e-Commerce and CRM DB marketing. Third, they shortened the days of product inventory by more than 40%. Fourth, they shortened the lead time by more than 50%. Fifth, they changed from monthly management to weekly management in decision systems. Generally, it's impossible to operate strategies of e-Commerce and CRM DB markeing at same time with retailers by only avoiding on-line channel conflicts. As like as case studies of S-electronics, if you study it more deeply, you will find solutions for eliminations of on-line channel conflicts and ways for making performances by using another integrated e-SCM.