Daeyoung Logistrans Co., Ltd.

Generally you can differentiate the supply chain or supply network of Daeyoung Logistrans Co., Ltd. by two perspectives:

• The supplier side (a so-called Tier-1-supplier is a direct supplier, Tier-2 is a supplier of the Tier-1 supplier, Tier-n is a supplier at any level in the Daeyoung Logistrans Co., Ltd. supply network).
• The buyer side (a so-called Tier-1 buyer is a direct buyer, Tier-2 is a buyer of the Tier-1 buyer, Tier-n is a buyer at any level in the Daeyoung Logistrans Co., Ltd. distribution network).

To ensure business stability and continuity, a supply chain or supply network must be constructed in such a way that external influences can cause as little damage as possible to Daeyoung Logistrans Co., Ltd.. This applies both in the area of procurement (the loss of a supplier must be covered by an alternative supplier) as in the area of sales (the loss of a buyer must be covered by an alternative buyer).

Risks can generally be considered as the non-availability of goods, through cutback or complete halt of production, or the potential loss of business partners, violating compliance rules (e.g. protection of the environment, labor legislation) and thus drop out of the supply network.

This risk should not necessarily be limited to the direct business partner (Tier 1), it involves the entire supply chain, unless sufficient alternative suppliers and buyers have been put in place.

Get an overview of the international supply chain of Daeyoung Logistrans Co., Ltd. (upstream/procurement and downstream/sales) from Tier-1 to Tier-n

ABRAMS world trade wiki not only shows direct suppliers and customers of the first tier (Tier-1). With just one click in our tool Supply Chain Intelligence you get a comprehensive insight into the supply network with multiple tiers (Tier-n) beyond the first tier.

Each tier in the supply chain or supply network on the supplier side of Daeyoung Logistrans Co., Ltd. involves a single risk. The more tiers, the more difficult it is to analyze and monitor the business partners. Suppliers of suppliers are generally unknown, so there is already an increasing risk at the second (Tier 2) level.

If e.g. a first Tier supplier is not adding any value, the supply chain can be shortened and the risk of failure can be minimized by skipping this supplier. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening and therefore stabilizing the supply chain of Daeyoung Logistrans Co., Ltd.

Based on the analysis of international bills of lading (bill of lading/bills of lading / BOL), 1 product category that has been purchased by Daeyoung Logistrans Co., Ltd. can be identified by means of HS codes (HTS codes or customs tariff numbers).

It is classified with the HS code 690810, which groups following products:

„Glazed ceramic tiles, cubes and similar articles, for mosaics, whether or not square or rectangular, the largest surface area of which is capable of being enclosed in a square of side of < 7 cm, whether or not on a backing". This HS code was sighted 1 time in total.

Get an overview of internationally purchased products by Daeyoung Logistrans Co., Ltd. with Company Transparency

Based on the analysis of international bills of lading (bill of lading/bills of lading / BOL), 1 product category that has been sold by Daeyoung Logistrans Co., Ltd. can be identified by means of HS codes (HTS codes or customs tariff numbers).

It is classified with the HS code 540761, which groups following products:

„Woven fabrics of yarn containing >= 85% by weight of non-textured polyester filaments, incl. monofilament of >= 67 decitex and a maximum diameter of <= 1 mm". This HS code was sighted 7 times in total.

Get an overview of internationally sold products by Daeyoung Logistrans Co., Ltd. with Company Transparency

Each company contributes significantly minimizing risks for its buyers, through its own stability. Internal risks (endogenous factors) can be e.g. financially (financial ratios, free cash flow, balance sheets) or operationally (production, lead times). Since 2021, external risks have increased due to worldwide shortages and are an important factor as to whether a supplier such as Daeyoung Logistrans Co., Ltd. can itself reliably deliver due to external dependencies (exogenous factors).

To assess this, data analysis should be conducted to get practical answers:

Generally you can differentiate the competition of Daeyoung Logistrans Co., Ltd. by the purchase and sales perspective.

• Start the competitive analysis on the purchase side.
• Start the competitive analysis on the sales side.

Competitors of Daeyoung Logistrans Co., Ltd. on the purchase side (procurement of raw materials and components for production or distribution) are exposed on ABRAMs wiki under Competitive Intelligence, purchased products, classified by HS-Codes (e.g. 690810) or by top product terms.

Competitors on the sales side of Daeyoung Logistrans Co., Ltd. (selling raw materials or components for production or distribution) are exposed on ABRAMS wiki under Competitive Intelligence, sold products classified by HS-Codes (e.g. 540761) or by top product terms.