Companies struggle to make their best products with high quality and service at a competitive price in global markets. However, customer needs and requirements keep changing with a variety of situations. Companies that face the changes can not stay the same and make an effort to adapt themselves to new circumstances. They would probably review the overall management system that is currently implementing to improve management efficiency. Among other things, quality might be considered to be a crucial element if they are manufacturing industries to be sustained in global markets. KSA (Korean Standards Association) is a government- affiliated organization under the Ministry of Trade, Infrastructure, and Energy. It is a Korean standards provider for quality and service industry. KSA confers national commendations for organizations, quality circles, artisans, QCEC (Quality Competitive Excellent Company), and the most honorable KNQA (Korean National Quality Award) every year. KSA established KNQA on the basis of Malcom Baldrige National Quality Award, Deming Prize, and European Quality Award. Research on quality awards shows that there are many similarities in the framework. Although KSA summarizes two factors for 13 evaluation indicators in the quality competitive excellent model of QCEC, the categorization is ambiguous to explain them according to earlier studies. We performed a deep analysis of foreign quality awards and background for KNQA and QCEC. We conducted a content analysis of KNQA and QCEC and matched evaluation items that were closely related. We proposed a quality competitiveness model with three factors, Technology, System, and Tools, summarizing 13 evaluation indicators in QCEC. Based on audit data for six years from 2012 to 2017 we carried out a confirmatory factor analysis for the proposed model by examining the model validity and fitness.

The purpose of this research is to examine the mediating effect of enterprise competitiveness on the relationship between operational service quality management and customer perception level of freight forwarders’ services in East Coast region of Peninsular Malaysia. Data were collected from 106 customers of freight forwarders through accessible random sampling method. Usable data were analyzed through Partial Least-squares Structural Equation Modeling (PLS-SEM) approach using Smart PLS-SEM software version 3.2.8. The validity of the survey questionnaire was confirmed using content validity, structural validity and expert validity. The results revealed that operational service quality management influences customer perception toward service providers’ services. Meanwhile, enterprise competitive mediates the relationship between operational service quality management and customer perception on service providers’ services. The enterprise competitiveness was found to be a driver for better customer perception on freight forwarder service providers. Besides, it has a strong mediating effect which ultimately effect on both customer perception level of satisfaction and could enhance customer perception on operational service quality management through words of mouth. These findings would therefore offer the freight forwarders’ management teams a new perspective in developing a better operational service quality management strategies and practices with emphasis on enterprise competitiveness. It also demonstrates the significance of enterprise competitiveness in donimating towards consumer perception in service preference and future repurchase intension.

The seaport system is one of the complex systems which involves many stakeholders; i.e. seaport cluster; seaport authority, seaport operator, government, shipping agent, forwarding agent etc. Due to this concern, the aims of this research is revealed the relationship between the three elements of seaport quality towards the seaport competitiveness. Subsequently, the scope of this research identified three elements of seaport quality (seaport effectiveness; seaport reliability; seaport governance) and seaport competitiveness as the influential elements from the Malaysian Seaport perspective. Then, the methodology of this research used quantitative method analysis and questionnaire as the instrument for the Malaysian seaport cluster stakeholders. Multiple regressions and the reliability test were employed for the data analysis. The 143 out of 180 respondents had approved after data screening. Consequently, the finding was the 8 influential elements of seaport quality onto seaport competitiveness; (i) highly stability on strong cooperation about ship and cargoes, (ii) systematic arrangement of facilities and equipment, (iii) demonstrates good understanding of client requirement, (iv) reliability on the ability of equipment and facilities, (v) easy understanding towards the implementation of the guidelines of process involves, (vi) highly attending by customer on the cooperation through community, (vii) highly understanding and knowledge to the security compliance and (viii) minimizing the ship turnaround time, and those were statistically significant under the Malaysian seaport quality perspectives. As conclusion, the element of seaport quality would contribute as the benchmark to improvise the Malaysian seaport competitiveness. The contribution from this research is foreseen under the developing the guidelines through the seaport quality while enhancing the seaport operation efficiency and the strategies development in determining the continuous sustainability of seaport industry.

Quality management has become an pervasive philosophy in most sectors of business. Specific movements such as statistical quality control, quality circle, total quality management, and quality management system have become embedded in business organizations. Only the companies with competitive edge can survive in the competition in global market. KSA(Korean Standards Association) established in 1962 has launched all kinds of quality education, quality standard certification service for business, and KNQA(Korean National Quality Award) system. This article considers quality competitiveness excellent company award among KNQA. We performed a statistical analysis of audit data for quality competitiveness excellent company for three years, from 2015 to 2017. By using ANOVA and two sample t-tests, the average scores of 13 evaluation fields were significantly different depending on company size and type. We proposed ways to improve the current hall of fame system. We discovered that the average scores of 13 evaluation fields in the audit data according to years and hall of fame status were not significantly different. We also showed linear relationships among 13 evaluation fields by correlation analysis and obtained an estimated linear regression equation : Business Performance, which is a comprehensive index, as a dependent variable was significantly related to Customer Focus and Product Liability as regressor variables among 13 evaluation fields by regression analysis.

Quality has been a key issue to manufacturers. Many distinguished scholars have defined quality with profound insight. Korean firms struggle to make better products to fulfil requirements and satisfy customers. Korean industries have implemented quality management from Japan in early 70s. Statistical quality control, QCC (Quality Control Circle), and total quality management have also been introduced in succession. Chief executive officers, managers, and field employees have been aware of the importance of quality since then. This quality movement force workers to improve quality. They have to maintain the quality of products and compete with foreign products. Korean industries were able to compete with foreign industries in price. However, Korean firms now have to compete in quality as well as price. ISO (International Organization for Standardization) was established and industries around world have started to implement standardized systems depending on their need. ISO 9000 has continuously been revised and firms around world started to register a ISO 9000 certificate. Today’s quality competitiveness gets more deeply involved. KSA (Korean Standard Association) have launched QCAS (Quality Competitiveness Assessment System) since 1997. Up until now recent status of QCAS have been reported but the characteristics of QCAS results have not been analyzed. In this article we examine the QCAS results of 41 firms in 2014. QCAS consisted of 13 subsections : strategy and management system, organization culture and development of human resource, information management, quality system, customer satisfaction, management achievement, TPM, logistics, product development and technology, PL, QCC, SQC/SPC, and reliability. We performed one way ANOVA to discover the difference among the levels of firm size, business type, and quality hall of fame using the total scores of 13 subsections resulted from QCAS. We also analyzed the scores of 13 individual subsections of QCAS to see if there is any differences based on firm size and business type. We interpret the results and implication of analysis and finally draw a conclusion.

Quality has been one of the critical issues in modern industry. Korean government has performed quality competitiveness assessment targeted on manufacturing industry, construction industry, and public service sector since 1997. Korean government first asks for them to evaluate quality competitiveness by themselves. An expert group consisted of faculty members in universities assesses the results of the self-evaluated quality competitiveness. The audit data assessed by the expert group are finally reevaluated in public and the ministry of trade, industry, and energy confers a title for best enterprise every year. We statistically analyze the final audit data for quality competitiveness assessment in 2014. We aim to figure out the characteristics based on business size – large-size company or small and medium-size company, the ownership-public or private company, the types of business, and the level of quality competitiveness. The results of data analysis are summarized and the implications are stated.

The 'Excellent Quality Competitive Enterprises' selection system began with the government's selection and announcement of 'Top 100 Excellent Quality Competitive Enterprises' in 1997 in accordance with Article 6 of the Quality Management and Safety Control of Industrial Products Act and Article 5 (Selection of excellent quality management enterprises, etc.) of the Act's Enforcement Decree. The content of the research and analysis results is summarized as follows: 1. The participation and confidence of enterprises in the differentiation of the assessment system for the excellent quality competitive enterprises selection system is high: from the initial year to the present, 10% of enterprises have participated in the system for over 10 years and since 2000 participating enterprises have been on a steady rise. 2. The distribution of participating enterprises is not limited to any specific region but is spread nationwide, while the participation scale and business types also are being evenly distributed. 3. From the perspective of management performance, as compared with the average of domestic manufacturing businesses or that of U.S. manufacturing businesses, an analysis found that among management results, the excellent quality competitive enterprises achieved far higher sales growth and operating profit rate on sales, however their own capital ratio and debt to equity ratio appeared to be slightly higher.

As quality becomes a primary leading factor of organizational success, various management strategies have been In-troduced to Improve quality competitiveness Quality competitiveness, however, is difficult to measure and numerous organ-izations are struggl

Since the mid 1980s, the concept of logistics has become more important to the enterprises in strategic sense because it had aggrandized itself to more comprehensive and integrative concept. Therefore study on the service organization of the logistics system for customer’s satisfaction from the management’s point has been focused as one of the major subject in order to improve the logistics quality which would ultimately increase the value of logistics service. This study has been focused on what the port logistics functions and the factors of the port logistics quality are those Korean port managers acknowledge as important factor. And examins these port logistics quality levels and the port logistics value (port productivity, service results) obtained by the results of these activities while reviewing the relation of the custom value which the port managers evaluate in order to evaluate and promote the competitiveness of the Korean port. According to the study results the port logistics function which the Pusan Container Terminal managers recognized as important were customer service management the flexibility of the port facilities and curtailment of the original operation cost of the port. It also indicated that the managers recognized the importance of the customer-oriented terminal management as it showed a close relationship with the port quality level.