The relationship between companies in the supply chain is a core competency of the company and key indicator which determines the survival of a company. Therefore, companies are investing in efforts for inter-company relations, and related studies have been conducted for a long time. However, in the supply chain, the positions and characteristics of suppliers and buyers are not the same. Therefore, research is needed to better understand and respond to other characteristics of the relationship between suppliers and buyers. The purpose of this study was to identify the characteristics of the resources held between the buyer and the supplier through social capital, which is a value asset that can be used as a resource created through social relations, and whether it affects the commitment of the relationship. In addition, The core of this study was to statistically analyze the differences between suppliers and buyers through this analysis. This study was conducted by surveying companies that are suppliers and buyers along the supply chain. The difference between the supplier and the buyer was revealed through empirical analysis, and statistically, the difference between the two groups was also revealed. As a result of the analysis, the higher the involvement of the buyer, the more significant the result of structural capital was, and the result was statistically opposite to the supplier. As for the relationship capital, quantitative and qualitative relationship capital had different effects on the commitment. Both the supplier and the buyer had a positive effect on relationship performance. However, the effect of emotional commitment on non-financial relationship performance has a greater degree of influence on suppliers, and it appears in statistical differences. This study revealed differences in the relationship between suppliers and buyers, and found that different investments and efforts were required for each group.

Many companies make considerable efforts in implementing supply chain management systems to increase their competitiveness. In particular, there are significant investments in their ICT (Information and Communication Technology) and supply chain. However, considerable diversity exists in how well firms have been able to assimilate ICT and leverage the business value of it. In addition, studies on supply chains, particularly Real Time Enterprise (RTE) competence, which is cited for rapid information sharing and dynamic capabilities for each role in the supply chain, are insufficient. The purpose of this paper is to explore and evaluate effect of ICT utilization capabilities, including ‘ICT internal cooperative capabilities’ and ‘ICT operational flexibility capabilities’, on RTE capabilities (flexibility, visibility and prediction) and supply chain performance. To validate the research model proposed in the study, survey was conducted on companies using ICT along the supply chain of manufacturing industries. 216 data were used, SPSS and AMOS were used for the analysis methods. Study results showed that ICT internal collaboration capabilities affect agility, one of RTE capabilities, but not visibility and prediction, and ICT operational flexibility capabilities have affected all three RTE capacities. And, RTE capabilities had a huge impact on supply chain performance as expected. In this paper, it has been found that the ICT capabilities in manufacturing are an important factor in improving RTE capabilities that are important in the supply chain and improving the performance of the supply chain.