Supply chain integration is one of the key vocabularies in supply chain management research. Supply chain integration seems to be a ‘must-have-virtue’ in supply chain literature. The effective and efficient management of supply chain requires integration of business processes internally within a firm and externally across suppliers and customers. Benefits of supply chain integration have been widely researched and confirmed by a lot of research results. They include maximization of supply chain performance, reduction of ordering cost, cycle time, inventory level, business uncertainty, to just name a few. However, to discuss the benefits of integration, it becomes necessary to define range of integration. This range depends not only on the nature of business and product, but also on the competitive environment. In this paper, we examine SCI focusing on different range of integration. More concretely, we will compare 3 steel firms’ integration strategies, 1 in Japan and 2 in South Korea, and will compare what brought those differences in SCI range and patterns.

中文翻译：

---

决定供应链整合范围的因素韩国和日本钢铁公司的比较

供应链集成是供应链管理研究中的关键词汇之一。供应链整合似乎是供应链文献中的“必备品”。供应链的有效管理需要企业内部和外部供应商与客户之间业务流程的集成。供应链集成的好处已被广泛研究，并得到许多研究结果的证实。其中包括最大程度地提高供应链绩效，降低订购成本，缩短周期时间，降低库存水平，降低业务不确定性。但是，为了讨论集成的好处，有必要定义集成范围。该范围不仅取决于业务和产品的性质，还取决于竞争环境。在本文中，我们研究了专注于不同集成范围的SCI。更具体地说，我们将比较3家钢铁公司的整合策略，日本1家，韩国2家，并比较导致SCI范围和模式出现差异的原因。