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ÇØ¿Ü PMC ½ÃÀå °æÀï·Â¿¡ ´ëÇÑ ±¹³»¿ÜÀÇ ÀνÄÂ÷ÀÌ ºÐ¼® / Analysis of Perception Difference between Domestic and Internaitonal Engineering Firms -Focusing on the Competitiveness of International PMC Market- / Çѱ¹ ¿£Áö´Ï¾î¸µ ±â¾÷À» Áß½ÉÀ¸·Î |
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Çѱ¹°Ç¼³°ü¸®ÇÐȸ ³í¹®Áý, Vol.18 No.6 (2017-11) |
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½ÃÀÛÆäÀÌÁö(3) ÃÑÆäÀÌÁö(10) |
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ÇØ¿Ü PMC »ç¾÷ ; ¿£Áö´Ï¾î¸µ ±â¾÷ ; °æÀï·Â ; ´õºí´ÙÀ̾Ƹóµå ; ÀνÄÂ÷ÀÌ ; ÁøÃâ Àü·« ; International PMC Project ; Engineering Firms ; Competitiveness ; Double Diamond Model ; Perception Difference ; Strategy |
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±¹³» °Ç¼³¿£Áö´Ï¾î¸µ ½ÃÀåÀÇ Ä§Ã¼ ¹× ÀúÁ¶ÇÑ ÇؿܼöÁÖ½ÇÀû µîÀÇ ¾î·Á¿òÀ» Ÿ°³Çϱâ À§ÇÏ¿© ÃÖ±Ù °íºÎ°¡°¡Ä¡ ¿£Áö´Ï¾î¸µ »ç¾÷ÀÎ PMC ºÐ¾ßÀÇ ÁøÃâÀÌ ´ëµÎµÇ°í ÀÖ´Ù. ÇÏÁö¸¸ ±¹³» ¿£Áö´Ï¾î¸µ ¾÷°èÀÇ ¹ÌÈíÇÑ PMC »ç¾÷ °æÇè ¹× °æÀï·ÂÀ¸·Î ÀÎÇÏ¿© ÇØ¿Ü PMC½ÃÀå ÁøÀÔÀº ¾î·Á¿î »óȲÀÌ´Ù. À̸¦ ±Øº¹Çϱâ À§ÇØ º» ¿¬±¸¿¡¼´Â ±¹³» ¿£Áö´Ï¾î¸µ ±â¾÷°üÁ¡¿¡¼ ÇØ¿Ü PMC ½ÃÀåÀÇ °æÀï·ÂÀ» È®º¸Çϱâ À§ÇÑ ¹æ¾ÈÀ¸·Î ±¹³»¿Í Çؿܼ±Áø±â¾÷ °£ÀÇ PMC °æÀï·Â¿¡ ´ëÇÑ Àνİú ¿ª·®Â÷À̸¦ ºÐ¼®ÇÏ¿´´Ù. ¸ÕÀú ¸¶ÀÌŬ Æ÷ÅÍÀÇ ´õºí´ÙÀ̾Ƹóµå ÀÌ·ÐÀ» ±â¹ÝÀ¸·Î PMC ¸ÂÃãÇü °æÀï·Â¿äÀÎÀ» µµÃâÇÏ¿´À¸¸ç, À̸¦ ¹ÙÅÁÀ¸·Î ±¹³»¿Í ÇØ¿Ü ¿£Áö´Ï¾î¸µ ¾÷üÀÇ PMC »ç¾÷ Àü¹®°¡¸¦ ´ë»óÀ¸·Î ¼³¹®Á¶»ç¸¦ ½Ç½ÃÇÏ¿´´Ù. ¶ÇÇÑ, t°ËÁ¤°ú IPA Matrix ºÐ¼®À» ÅëÇÏ¿© ÇØ¿Ü ¼±Áø¾÷ü¿ÍÀÇ Åë°èÀûÂ÷ ÀÌÁ¡°ú ±¹³» ¿£Áö´Ï¾î¸µ »ê¾÷¿¡¼ °¡Àå ¿ì¼±ÀûÀ¸·Î º¸¾Æ¾ß ÇÏ´Â °æÀï·Â¿äÀÎÀ» µµÃâÇÏ¿´´Ù. ±× °á°ú ±¹³» ¿£Áö´Ï¾î¸µ ±â¾÷ÀÇ PMC °æÀï·ÂÀº ÇØ¿Ü ¾÷ü¿Í ºñ±³ÇÏ¿´À» ¶§ 60% ¼öÁØÀÎ °ÍÀ¸·Î ºÐ¼®µÇ¾úÀ¸¸ç, PMC ½ÇÀûº¸À¯Á¶°Ç°ú ¹ßÁÖÀÚ ´ëÀÀ´É·Â ¿äÀÎÀÌ ÃÖ¿ì¼±ÀûÀ¸·Î º¸¿ÏµÇ¾î¾ß ÇÒ °ÍÀ¸·Î ³ªÅ¸³µ´Ù. ÃßÈÄ º» ¿¬±¸¸¦ ±â¹ÝÀ¸·Î ±¹³» ¿£Áö´Ï¾î¸µ ¾÷üµéÀÌ ÇØ¿Ü PMC ½ÃÀåÀ» À§ÇÑ ÁøÃâ Àü·«À» ¼ö¸³ÇÑ´Ù¸é, Á» ´õ È¿À²ÀûÀÎ °æÀï·Â Á¦°í°¡ °¡´ÉÇÒ °ÍÀ¸·Î ±â´ëµÈ´Ù. |
¿ä¾à2 |
In recent years, Project Management Consultant(PMC) project has been emerging as a high-value-added engineering project. However, domestic engineering firms have difficulties in entering the overseas PMC market because of poor project performance and lack of PMC capabilities. To overcome these limitations, this study analyzes the key competitiveness factors for successfully performing the global PMC projects. PMC competency factors based on Porter's double diamond theory were extracted, and a questionnaire survey was conducted on domestic and overseas engineering firms. In addition, the important PMC competency factors were derived through paired t-test and IPA matrix analysis. As a result, the PMC competitiveness of domestic engineering firms was analyzed as around 60% compared to that of global engineering firms. Furthermore, 'PMC track records' and 'project management/owner response skills' were identified as top priority competency factors which are the most necessary factors for present domestic engineering firms. This study is expected to support to establish the international PMC market entry strategies by providing priorities of key competitiveness factors. |