This study was aimed to develop a strategic response model of global logistics for Korean logistic companies. First of all, various strategic variables on global logistics function were investigated through the literature review and they were organized as main factors by a principle component analysis.
The results of factor analysis indicated that first, in the international logistics basic function, following transport function, carrier selection & contract to port/airport, and transport line & schedule management showed differences in factor values and they could be categorized into the transport function. Moreover, as sea/air freight loading, followed by international multimodal transport, space arrangement & contract, rate negotiation & freight payment, and LCL shipment consolidation showed statistically significant high factor values, they could be classified into the forwarding function.
Second, in the export/import operating function, export/import statement and export/import cargo inspection could be named as the custom function. In addition, functions such as invoice arrangement, L/C inspection, B/L arrangement, and export/import payment were titled as the trade operating supporting function.
Third, in the value added logistics service function, warehouse & custody management, inventory replenishment/management, assortment,product inspection were tied into the inventory management function.
Next, D/O management/distribution management, product return, debts withdrawal/payment were categorized into the transaction supporting function. Labeling, repackaging, assembly, and repairing could be also organized as the order fulfillment function.
Fourth, as information/consulting service function, international trade advice, claim fulfillment, exporter/importer concern negotiation, export market consultation, and the law consultation were categorized into the consulting function, and logistics information system and distribution/sale strategy system could be organized as the information function.
Furthermore, based on these results, strategic priorities of global logistics, including 33 low-ranking strategic variables, 10 middle-ranking strategic variables, and 4 high-ranking strategic variables were investigated by the AHP Analysis. The results showed that contribution rates of export/import operating function, information/consulting service function, value added logistics service function, international logistics basic function to the achievement of strategies were estimated to be 0.437, 0.227, 0.185, and 0.151, respectively in the high-ranking strategies. Also, in order to achieve the high-ranking strategies, the strategic contribution rate of custom function was analyzed to be 0.500 that was the same as of trade operating supporting function in export/import operating function. In information/consulting service function, strategic contribution rates of consulting function and information function were estimated to be 0.857 and 0.143, respectively.
In value added logistics service function, strategic contribution rates were estimated to be as follows 0.413 of transaction supporting function, 0.327 of inventory replenishment/management, 0.260 of order fulfillment function in order. Finally, strategic contribution rates of transport function, forwarding function, and custody/warehouse management were evaluated to be 0.472, 0.444, and 0.084, respectively in international logistics basic function.
From the results, it was confirmed that the international logistics basic function, composed of transport function, forwarding function,custody/warehouse management, that has been considered as an important factor for global logistics of logistics companies showed the lowest rate of strategic contribution. On the contrary, export/import operating function such as custom function and trade operating supporting function, and information function like international trade advice, logistics information system, and distribution/sale strategy system showed a high rate of strategic contribution. Although value added logistics service function including order fulfillment function such as labeling, repackaging, assembly, repairing has been emphasized from a research point of view, it showed a low rate of strategic contribution.
In conclusion, both international logistics basic function such as transport, forwarding, custody, and value added logistics service function like inventory replenishment/management, order fulfillment function could be regarded as essential strategies, not core strategies for international logistics. Thus, it can be thought that strategic responses on the sectors such as export/import operating function and information/consulting service function would be important as core logistics strategies for international logistics companies.