정부에서는 대중소기업의 경쟁력 차이를 좁히기 위해 10여 년간 중소유통공동도매물류센터 건립을 통해 중소유통업의 경쟁력 향상을 위해 노력하였다. 2003년부터 국비 711억원이 지원되어 2015년까지 41개소가 개설 및 구축 중이다. 하지만, 운영상의 미흡으로 2013년 기준 안정화된 23개 센터 중 7개소가 영업적자 상태에 있으며, 건립 및 운영상의 문제점이 지적되고 있다. 본 연구에서는 중소유통업 환경의 변화, 중소유통업의 물류 문제점, 중소유통공동도매물류센터의 운영현황을 살펴본 후 중소기업청에서 정보공개를 청구하여 취득한 19개 센터의 자료로 DEA모형의 효율성 분석과 Malmquist모형의 생산성 분석을 실시하였다. 실증분석을 통해 중소유통공동도매물류센터의 비효율성의 요인으로 산출요소에 비해 투입요소가 과대한 것을 확인하였다. 이를 통해 중소유통공동도매물류센터의 발전을 위한 시사점을 도출하였다.

In this study, the efficiency and productivity of common logistics centers for small and medium-size retailers in South Korea are analyzed using data envelopment analysis (DEA) and a Malmquist productivity index (MPI). Nonpublicly available data from 2010 to 2013 obtained from government agencies are analyzed to reveal the operational and policy implications of the development of such centers. Since small and medium-size retailers weaken their competitiveness compare to new and large retailers such as online shopping and super supermarket, development of the common logistics centers has been issued. Typically, these common logistics centers are introduced to enhance the competitiveness of small and medium-size retailers. The new and large retailers are able to enhance efficiency through economies of scale, especially in supply chain management. They can handle, transport, and store more goods at a relatively low unit cost since they can manage a large amount of goods using enhanced information and communication technology (ICT) services. However, small and medium-size retailers lack access to such technology, which is used to improve operational efficiency, because of the large initial investment required. Hence, common logistics centers are introduced to enable many small retailers to store and handle their goods together and thus achieve economies of scale. These centers facilitate common logistics operations including planning, development, and display of products as well as their storage, distribution, and packaging. Further, the centers provide educational and training services regarding. As of 2015, there are 41 such centers, including 11 under construction. The centers are relatively small in size since only 9 centers are larger than 3,300㎡. In particular, 22 centers were constructed from 2012 onward following increasing government support. This is mainly because social interest increased owing to the weakening competitiveness of small retailers and the steady increase in the number of super supermarkets that directly compete with small retailers by adopting a similar competitive strategy. The analysis results show that efficiency of the common logistics centers show upward trend. However, it seems that this is mainly because of increases in technology development rather than technical efficiency. The concept of technical efficiency is based on input-output relationships. This results can be used to identify alternatives for investment in capability development of the common logistics centers, which may include both services and infrastructure. Technical efficiency change, technical change, and efficiency change are important sources of production growth in the common logistics centers. These centers enable small retailers to achieve reduced operating costs and increased revenues and to focus on their core competence. Empirical results show that scale inefficiency is the major reason for inefficient decision-making units because lack of number of products may negatively influence output variables. Therefore, the common logistics centers need to analyze needs of customers and develop operational strategy which is customer-driven.