The global cod market is supposed to have weak structure with a high dependence on the supply of Russia, the United States, Norway, and China. The COVID-19 pandemic has significantly disrupted the cod supply chain for the worse. Fish processing facilities in China stopped their operation, and cod demand declined due to shrinking consumption in Europe. The position of South Korea as an intermediary trade country between Russia and China strengthened due to the U.S.-China trade war and the Atlantic cod decrease in 2019. However, this global cod supply chain collapse has caused South Korea to export accumulated cod to Indonesia and Vietnam at a bargain price, showing that South Korea was unable to cope with this supply chain crisis. The primary purpose of this study is to investigate changes in the global cod supply chain and their impacts on the intermediary trade of South Korea caused by the COVID-19 pandemic. It also aims to provide implications by analyzing advanced cases in Denmark. As the cod supply chain crisis countermeasures, this study suggests that South Korea develop high value-added marine products, gain competitive advantages by solidifying the value chains of related countries, and activate export by discovering alternative markets in terms of the supply chain of the cod industry.

최근 선진국과 국제무역기구의 동향에 따르면, 9·11테러 이후 선진해운국들은 국제 사회의 주요 이슈로 등장한 선박, 항만, 항공, 철도 등을 포함한 국제물류 전 단계에서의 보안과 효율성 강화, WCO, 미국, EU가 주도하는 무역안전망 등을 확보를 위한 국제물류보안체제 구축을 적극적으로 추진하고 있다. 특히 최근 자율운항선박 및 위험물 운반선박 등과 관련된 사이버 보안 위험에 대한 관심과 관리의 중요성 부각되고 있음에도 불구하고, 여전히 단위 연결점에 대한 안전관리만 이루어지고 해상물류 전 구간에서 발생할 수 있는 보안 사고를 사전에 예방하는 관리가 이루어지지 못하고 있는 실정이다. 따라서 이 연구에서는 선박 보안사고의 실태 및 원인을 파악하여 선박보안 관리의 특성을 고찰함과 동시에 선박보안 관리 시스템의 취약성을 분석하였다. 그리고 이 연구는 해상공급사슬보안(maritime supply chain security)의 개념과 특징, 보안위험과 공급사슬의 취약성을 파악하고, 국제기구와 관련된 해상공급사슬보안제도와 주요국의 해상공급사슬보안 인증제도에 대한 현황 분석 및 시사점을 도출하여 해운물류회사의 경쟁력 향상을 위한 정책적 개선(안)을 제시하였다.

Global supply chains offer a range of expertise to suppliers interested in generating innovative new products from their close, working relationships with other firms. However, research on whether and how social capital between firms can be leveraged for innovation is equivocal, conceptualizing little of the underlying processes responsible for mobilizing social capital and yielding mostly contradictory empirical results. This study proposes and tests the intermediate mechanisms of proactive customer orientation and joint learning capability as two distinctive capabilities that may account for the way social capital drives relationship-based radical innovation. The conceptual model posits the social capital-innovation link is neither simple nor direct, and an empirical test on 204 Taiwanese suppliers demonstrates the complexity of the innovation generation process. Largely confirming our conceptualization, two pathways from social capital to innovation are revealed: joint learning capability fully mediates the link while proactive customer orientation’s role is moderated by aspects of the suppliers tie to its international customer. Finally, implications for theory and practice for innovation in global supply chain relationships are drawn.