This study explores the utilization level of smart manufacturing systems in the value chain processes of manufacturing and empirically examines the effect of the utilization level of these systems on manufacturing competitiveness in SMEs. Smart manufacturing systems in the value chain processes are categorized into Sales, Purchasing, Production & Logistics, and Support systems. By analyzing the research model using structural equation modeling, this study identifies that Sales systems, Purchasing systems, Production & Logistics systems, and Support systems have a significant impact on manufacturing process efficiency. Additionally, Production & Logistics systems and manufacturing process efficiency positively and significantly influence manufacturing competitiveness. The findings suggest that the utilization of information is directly and positively related to manufacturing process efficiency, including reducing lead-time, decreasing work performance man-hours (M/H), and improving work accuracy. These improvements ultimately have a significant impact on manufacturing competitiveness. In conclusion, the use of smart manufacturing systems is becoming an integral part of the manufacturing industry. To gain a competitive edge, it will be necessary to introduce and utilize optimal smart manufacturing systems, taking into account the size of manufacturing firms.

Purpose - The IT convergence industry, which is the subject of this study, is the main strategy field during the 4th industrial revolution era. Against this background, it is urgent to establish policy measures to survive and spread export products in the global industries. Research, design, data and methodology - In order to achieve this goal, we conducted the Importance - Performance Analysis (IPA) and found that it is necessary to develop tailor - made marketing support for small and medium sized IT exporters and to develop export strategy products with competitive technologies. Results - Above all, customized marketing support for IT export-related SMEs was needed. Next, in the first quadrant, strategic products, qualitative level, global, value added, and information systems were included, and it was found that 'development of export strategic products with competitive technologies' was necessary. In the third quadrant, related variables calculated at present time are not urgent variables. Conclusions - In this study, it would be necessary to calculate the additional implications of the variables that are not considered in this study, including future studies, because the methods considered here as analysis variables are carried out in comparison with the previous studies.

The analytical hierarchy process (AHP) enables decision makers to represent the interaction of multiple factors in complex and unstructured situations. The process requires the decision maker to develop a hierarchical structure of the factors in the given problem and to provide judgments about the relative importance of each of these factors and ultimately to specify a preference for each decision alternative with respect to each factor. The research presented in this paper applies the AHP to identify key players in promoting port competitiveness. The literature survey revealed four major criteria and 15 sub-criteria. The four factors are cost, service quality, facility/capacity and economic-social variable. 150 questionnaires suitable for AHP analysis were made and 77 were returned. It is found that in terms of cost, the first key player is terminal operator and the second key player is shipping companies calling Busan port; in terms of service quality, the first key player is terminal operator, and the second key player is shipping companies calling Busan port; in terms of facility/capacity, the first key player is port authority and the second key player is terminal operator; in terms of economic-social variable, the first key player is terminal operator, and the second key player is shipping companies calling Busan port.