유통산업은 생산자와 소비의 중간에서 제조업의 경쟁력 제고와 소비자 후생 증진,물가안정,고용창출 등에 중요한 역할을 담당하고 있다. 산업자원부에서 발표한 “2010년 유통산업발전전략”에 의하면 우리나라의 유통산업은 향후 연평균 7.4%성장이 예상되고 있으며,2010년 유통산업의 GDP비중은 실질가치 기준으로 11.3% 내외의 성장될 것으로 추정되고 있으나,선진국에 비해 유통산업이 GDP에서 차지하는 비중이 낮은 수준으로 나타나고 있다.특히,유통업 종사자 중 90%가 20명 미만의 중소 소매업에 종사하고 있고 또한 중소유통이 전체 고...
유통산업은 생산자와 소비의 중간에서 제조업의 경쟁력 제고와 소비자 후생 증진,물가안정,고용창출 등에 중요한 역할을 담당하고 있다. 산업자원부에서 발표한 “2010년 유통산업발전전략”에 의하면 우리나라의 유통산업은 향후 연평균 7.4%성장이 예상되고 있으며,2010년 유통산업의 GDP비중은 실질가치 기준으로 11.3% 내외의 성장될 것으로 추정되고 있으나,선진국에 비해 유통산업이 GDP에서 차지하는 비중이 낮은 수준으로 나타나고 있다.특히,유통업 종사자 중 90%가 20명 미만의 중소 소매업에 종사하고 있고 또한 중소유통이 전체 고용인구의 약 16%를 담당하고 있으며,고용창출에 크게 기여하고 있다. 할인점 및 전자상거래 등 신유통업태의 등장에 따른 가격파괴 현상의 확산, 유통업체의 대형화 및 다점포화 전략에 따른 구매력(buying power)의 증대로 가격결정권에 대한 유통업의 영향력이 커지면서 제조업은 집중과 선택을 강요받고 있는 실정이다. 또한 유통시장 개방에 따른 외국 대형유통업체들의 국내진출과 대기업들이 경영력,기술력,자금력 등을 가지고 할인점,백화점,도매업,홈쇼핑사업 등의 유통사업에 집중적인 투자,진출하면서 경쟁이 심화되어 자금력과 유통노하우가 없는 중소유통업들은 경쟁력의 급속한 상실로 고사 위기에 직면하고 있다. 우리나라 약 13개점의 중소유통업체들은 대형할인점의 입점으로 인하여 평균 매출이 약 30% 축소된 외부적인 측면과 매장의 영세성,전근대적인 판매방식,가격열세,점주위주의 경영,서비스 마인드 부족,시설부족 및 시설노후 등 내부적인 측면으로 사업경쟁력이 더욱 더 악화되고 있는 실정이다. 이에 중소유통업 공동물류센터를 건립하고 효율적으로 운영하여 고사위기에 처한 중소유통업의 발전을 통해 우리나라 유통산업 발전에 도움이 되고자 한다.
유통산업은 생산자와 소비의 중간에서 제조업의 경쟁력 제고와 소비자 후생 증진,물가안정,고용창출 등에 중요한 역할을 담당하고 있다. 산업자원부에서 발표한 “2010년 유통산업발전전략”에 의하면 우리나라의 유통산업은 향후 연평균 7.4%성장이 예상되고 있으며,2010년 유통산업의 GDP비중은 실질가치 기준으로 11.3% 내외의 성장될 것으로 추정되고 있으나,선진국에 비해 유통산업이 GDP에서 차지하는 비중이 낮은 수준으로 나타나고 있다.특히,유통업 종사자 중 90%가 20명 미만의 중소 소매업에 종사하고 있고 또한 중소유통이 전체 고용인구의 약 16%를 담당하고 있으며,고용창출에 크게 기여하고 있다. 할인점 및 전자상거래 등 신유통업태의 등장에 따른 가격파괴 현상의 확산, 유통업체의 대형화 및 다점포화 전략에 따른 구매력(buying power)의 증대로 가격결정권에 대한 유통업의 영향력이 커지면서 제조업은 집중과 선택을 강요받고 있는 실정이다. 또한 유통시장 개방에 따른 외국 대형유통업체들의 국내진출과 대기업들이 경영력,기술력,자금력 등을 가지고 할인점,백화점,도매업,홈쇼핑사업 등의 유통사업에 집중적인 투자,진출하면서 경쟁이 심화되어 자금력과 유통노하우가 없는 중소유통업들은 경쟁력의 급속한 상실로 고사 위기에 직면하고 있다. 우리나라 약 13개점의 중소유통업체들은 대형할인점의 입점으로 인하여 평균 매출이 약 30% 축소된 외부적인 측면과 매장의 영세성,전근대적인 판매방식,가격열세,점주위주의 경영,서비스 마인드 부족,시설부족 및 시설노후 등 내부적인 측면으로 사업경쟁력이 더욱 더 악화되고 있는 실정이다. 이에 중소유통업 공동물류센터를 건립하고 효율적으로 운영하여 고사위기에 처한 중소유통업의 발전을 통해 우리나라 유통산업 발전에 도움이 되고자 한다.
The Distribution Industry assumes the social function of increasing manufacturing competitiveness, consumers' welfare, and consistent consumer price as well as increased employment between manufacturers and consumers. According to the announcement by the Ministry of Commerce, Industry and Energy on ...
The Distribution Industry assumes the social function of increasing manufacturing competitiveness, consumers' welfare, and consistent consumer price as well as increased employment between manufacturers and consumers. According to the announcement by the Ministry of Commerce, Industry and Energy on the "Distribution Industry Development Project until 2010", the Korean distribution industry is expected to expand at an annual growth rate of 7.4% from and in 2010, the distribution industry's portion of the GDP will reach 11.3%. However, compared with other advanced countries, that portion of distribution industry in Korea is still at its early stages. Specifically, about 90 percent of employees in the distribution industry in Korea are working in small and medium industries that employ less than 20 persons. Furthermore, small and medium distribution industries take up a 16% burden of the entire national employment, which means it is a good example of employment contribution. At this moment, many major Korean manufacturers are made to focus on choice and concentration, becausethere appears widely accepted price disruptive phenomena influenced by large discount stores, e-commerce as well as by transfer of price decision power with increased buying power of grand scale distribution channels and strategy of multi-retail chains. As a result of open market policies, super multinational foreign distribution companies are entering the Korean domestic market and many domestic big corporations are also participating in discount stores, department stores, wholesale channels and electronic home-shopping by concentrating huge investments. Under such a competing situation, many smalland medium distribution companies in Korea that lack enough capital and modern distributary know-how have been drastically losing competitive edge. For example, owing to grand-scale discount chains, many small and medium distribution industries in Korea have experienced reduced sales of 30% more or less according to external analysis. According to internal analysis, many factors such as small space of sales point, old-fashioned sale promotion behavior, negative price policy, simple salesstore oriented management, lack of service operation and traditional outdated and crowded facilities, have exacerbated their business competitiveness. The basic concepts for better and effective logistics of small and medium industries may be summarized by commonly shared logistics, overall logistics standardization, and IT (Information Technology)-oriented logistics. From the priority aspects of supporting and encouraging the small and medium distribution industries, common logistic centers thatinclude common purchasing, common transportation and distribution as well as common storage using new information technology, are thought to increase fundamental competitiveness of small and medium industries through economy of scale. As a result, research regardingbuilding and operating a common logistic center is a prerequisite for supporting small and medium industries in domestic markets as well as in global markets. The common logistic center for distributary small and medium industries will provide a good momentum for strengthening its increased competitiveness and will contribute to the development of Korean distribution industry in many ways.
The Distribution Industry assumes the social function of increasing manufacturing competitiveness, consumers' welfare, and consistent consumer price as well as increased employment between manufacturers and consumers. According to the announcement by the Ministry of Commerce, Industry and Energy on the "Distribution Industry Development Project until 2010", the Korean distribution industry is expected to expand at an annual growth rate of 7.4% from and in 2010, the distribution industry's portion of the GDP will reach 11.3%. However, compared with other advanced countries, that portion of distribution industry in Korea is still at its early stages. Specifically, about 90 percent of employees in the distribution industry in Korea are working in small and medium industries that employ less than 20 persons. Furthermore, small and medium distribution industries take up a 16% burden of the entire national employment, which means it is a good example of employment contribution. At this moment, many major Korean manufacturers are made to focus on choice and concentration, becausethere appears widely accepted price disruptive phenomena influenced by large discount stores, e-commerce as well as by transfer of price decision power with increased buying power of grand scale distribution channels and strategy of multi-retail chains. As a result of open market policies, super multinational foreign distribution companies are entering the Korean domestic market and many domestic big corporations are also participating in discount stores, department stores, wholesale channels and electronic home-shopping by concentrating huge investments. Under such a competing situation, many smalland medium distribution companies in Korea that lack enough capital and modern distributary know-how have been drastically losing competitive edge. For example, owing to grand-scale discount chains, many small and medium distribution industries in Korea have experienced reduced sales of 30% more or less according to external analysis. According to internal analysis, many factors such as small space of sales point, old-fashioned sale promotion behavior, negative price policy, simple salesstore oriented management, lack of service operation and traditional outdated and crowded facilities, have exacerbated their business competitiveness. The basic concepts for better and effective logistics of small and medium industries may be summarized by commonly shared logistics, overall logistics standardization, and IT (Information Technology)-oriented logistics. From the priority aspects of supporting and encouraging the small and medium distribution industries, common logistic centers thatinclude common purchasing, common transportation and distribution as well as common storage using new information technology, are thought to increase fundamental competitiveness of small and medium industries through economy of scale. As a result, research regardingbuilding and operating a common logistic center is a prerequisite for supporting small and medium industries in domestic markets as well as in global markets. The common logistic center for distributary small and medium industries will provide a good momentum for strengthening its increased competitiveness and will contribute to the development of Korean distribution industry in many ways.
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