電子物流與物流集群外文文獻(xiàn)翻譯

1、外文文獻(xiàn)翻譯 譯文 4000 多字 (含：英文原文及中文譯文 ) 文獻(xiàn)出處 ： Groznik A. E-logistics: slovenian transport logistics cluster creationJ. Wseas Transactions on Information Science & Applications, 2008, 5(4):375-384. 英文原文 E-logistics: Slovenian Transport Logistics Cluster creation ALES GROZNIK University of Ljubljana, Fa

2、culty of Economics Abstract In the pursuit of enhancedcompetitiveness organisations are today searching for innovative business models in order to foster economic benefits. In Slovenia, several clusters are being formed, including the Slovenian Transport Logistics Cluster (STLC) as one of the most i

3、mportant. The STLC is currently in the stage of dynamic growth, demanding business model formation and adequate informatisation. The main goal of the paper is to present the informatisation of the STLC, bridging the gap between Supply Chain Management (SCM) and e-Logistics. The STLC s informatisatio

4、n of is presented in several phases. The first phase involves business modelling of the existing business processes of organisations (AS-IS model). The results of the first phase allow an in-depth view of the STLC that is used in the future in the business model setup. Next, TO-BE processes are crea

5、ted which are to be implemented and supported via informatisation. The result of the informatisation project is revealed to be homogenous and transparent business activity between cluster members. The purposes of the STLC informatisation are to create a business model, standardise business processes

6、, allow cost cutting and improved business performance, reduce operating times, support asset management,and trace shipments which are the basics of economic competitiveness. Key words: SCM, e-logistics, cluster, informatisation, business renovation 1 Introduction Tougher competition in all industri

7、al sectors sharpened by globalisation and the fall in global supply is forcing companies to optimise their business processes and adopt new ways of achieving mergers or partnerships that directly lead to lower business costs. With these strategic alliances new management strategies are being formed,

8、 such as clusters, supply chain management (SCM), e-logistics etc. Some authors suggest that logistics are worth10% to 12% of GDP (Sahay, 2003). According to AMR research (Challenger, 2001), e-logistics has the potential to cut costs by 10%. Based on these two references we can conclude that e-logis

9、tics can save our money by up to 1.2% of GDP. It is therefore no surprise that in the last few years top management in highly effective companies such as Hewlett-Packard, Compaq, Digital Equipment Corporation, Xerox, Dell and Benetton Group has been in favour of the supply chain and therefore e-logi

10、stics (Romano, 2003). There is a collection of literature indicating the importance of clusters and networks not only between firms, but along the value chain and across industries. The networks involved in these clusters are integral to knowledge generation and diffusion, technology transfer, shari

11、ng risks and costs, allowing firms to accessnew markets and opportunities and, finally, building a comparative advantage in the global market. Porter (Porter, 1990) defines clusters as geographic concentrations of interconnected companies, specialised suppliers, service providers, firms in related i

12、ndustries, and associated institutions. He proposes a model that provides conditions that have to be met for a firm to be internationally competitive and successful. This model focuses on four primary conditions which he arranges in a diamond-shaped diagram: factor conditions, demand conditions, str

13、uctures of firms and rivalry and related and supporting industries. The Related and Supporting Industries of the diamond denotes the importance of clustering for developing an international competitive advantage incorporating two features of a healthy cluster: the presence of vertical support throug

14、h internationally competitive supplier industries which ensure cost-effective and speedy deliveries; and the presence of horizontal support in internationally competitive related industries to co-ordinate and share activities with and to stimulate local competition. Renovating, Standardising and Inf

15、ormatising? o”f Business Processesof the Slovenian Transport Logistics Cluster, which is being carried out by the Business Informatics Institute of the Faculty of Economics at the University of Ljubljana, Slovenia. Informatisation offers logistics companies not only better connectivity with their cu

16、stomers and suppliers but also improved performance and faster responses. To achieve an appropriate informatisation level, the STLC must invest in modern information technologies. A possible solution is to use the Internet with its costless policy and in the last few years high security as the most

17、appropriate communication channel. For all logistics companies it is assumed that they? control the global logistics chain of their customers and therefore depend on the successful implementation of information technologies which leads to lower inventory costs, better customer retention, asset manag

18、ement etc. 2 The Transport Logistics Cluster in Slovenia The STLC was formed to compete with the European logistics market. It is an association of 12 companies and 3 institutions: freight forwarding and shipping agencies, port services, ecological and university research institutions. Currently, tr

19、ansportationlogistics service suppliers within the STLC prepare common education programmes, market presentations, equipment acquisitions and complete service developments. The STLC s vision is to create comprenhsive conditions for its members that enable them to offer full logistical support above

20、and beyond the Slovenian transportation route relative to the markets of Central and South-east Europe. Slovenia is encountering fiercer competition by virtue of it having joined the European Union on 1 May 2004 and it is only through harmonious co-operation between the companies associatedin the ST

21、LC that they can succeed in the European market. Slovenia has all the attributes of a distribution and logistics hub: a fortuitous geographical position at the heart of the region intersected by traditional trade and transport routes the location of choice for international companies planning their

22、future regional distribution set-up. Two pan-European transport corridors (No. 5 linking Barcelona and Kiev, and No. 10 from Salzburg to Thessalonica) intersect in Ljubljana, the capital of Slovenia. Slovenian companies excellent track record in the logistics business coupled with modern transport i

23、nfrastructure is a proven recipe for highquality and cost-competitive services tailored to clients needs. As an EU member state Slovenia is a gateway for Asian and EU manufacturers and traders to faster and more reliable trade routes that meet at fully equipped logistics centres. Shipping to Sloveni

24、a s only cargo port -the Port of Koper - means gaining 7 to 10 days for ships arriving from Asia compared to sailing to Europe nsorthern ports. Its total maritime throughput is about 15 million tonnes. There are currently 11 modern, fully equipped terminals specialising in various types of goods, st

25、orage faculties for general cargo and several special warehouses. Special advantages are available in the 4.7 sq. km. of the port s zone with its 324,000 sq. m. of covered and sheltered warehouse facilities and slightly less than 1 million sq. m. of open-air storage. The motorway density in Slovenia

26、 is higher than the EU-25 average and the links with the neighbouring EU member states and South-east Europe are equally good. Currently, there are over 500 km of wellmaintained motorways and 1,050 km of trunk roads. The extended motorway network is scheduled for completion by 2013. As the railway s

27、ervice is regaining its importance, modernisation of this infrastructure is one of the national priorities. Freight traffic is well-developed while the rail links between the Adriatic Sea and the landlocked CEE countries offer many opportunities. Both freight and passenger services with South-east E

28、urope have expanded in the last few years. The national rail operator Slovenian Railways (S?) runs both passenger and freight services and possess a railway infrastructure, including 60,000 sq. m. of warehouse space. Three international airports provide easy access by air to Slovenia. The central Sl

29、ovenian airport and cargo facility is Aerodrom Ljubljana located 25 km from the capital. Scheduled flights operated by several airlines carry passengers to important European destinations. The airport was recently renovated, its infrastructure extended and the cargo terminal modernised. Maribor Airp

30、ort mostly handles cargo transport whereas Portoro? Airport only has facilities for smaller planes. Slovenia is well situated to serve the markets of Central, Eastern and South-east Europe. Thanks to its strategic geopolitical position and decades of close economic ties with its neighbours, Slovenia

31、n companies are true connoisseurs of the regional markets. This also includes knowledge of the various languages, differences in legislation and, particularly, mentality along with a business culture in specific areas which originates from personal ties maintained over many years. 3 Supply Chain Man

32、agement, Logistics and E-logistics 3.1 Supply Chain Management In the last few years companies have been increasingly realising that the efficiency of their business depends heavily on collaboration and coordination with their suppliers and customers (Hieber, 2002). In order to boost their competiti

33、veness they carefully manage the supply chain. A supply chain is the stream of processesinvolved in moving goods and services from the customer order through the raw materials stage, supply, production, and distribution of products to the customer. All organisations have supply chains of varying deg

34、rees depending on the size of the organisation and type of product manufactured. These networks obtain supplies and components, change these materials into finished products and then distribute them to the customer. Managing the chain of events in this process is what is known as supply chain manage

35、ment. Effective management must involve co-ordinating all the different links in this chain as quickly as possible without losing any quality or customer satisfaction, while still keeping costs down. Within a TLC a supply chain is organised through transporters, transport organisers, warehousesand f

36、inancial operators. An orderer no longer looks for the cheapesttransportation but the cheapesttransport option seeks the chance to execute an order. Integration of the SCM philosophy in logistics processes naturally calls for an advanced information system that connects all companies involved in a T

37、LC and provides them with the appropriate information needed for bidding and, from the customers aspect, allows the electronic ordering of logistics services. 3.2 Logistics The main suggestion concerning the origin of logistics as a scientific discipline in economics stemsfrom Oscar Morgenstern. The

38、 essenceof Morgenstern thesory is (Morgenstern, 1955): Logisticsactivity offers exactly defined quantities of assets and serves for each branch which needed these assetsand serves in order with their intention to sustain branches at the same level in present or in higher position in the future. This

39、 leads from the origin and must be orientated or with other words transformed in space and time to reach the whole realization of these branches. As a science, up until the Second World War logistics only served military purposes. After the Second World War logistics became a civil science. Since th

40、en we can find many different definitions, including that given by Cooper (Cooper, 1993): the intention of logistics is to (in terms of order, quantity, quality, space and time) carry out the transportation of goods relative to the need to supplement business processes. It is intended for planning p

41、rocesses, executing and controlling the flow of goods, warehousing and managing information from the production of goods through to selling them to the final customer with the aim to satisfy the customer. Logistical costs have an important influence on the pricing of a product. This was shown in a s

42、urvey in which 200 European companies participated. The results were that logistics costs make up between 7.7% and 22% of the final price of products (Po?ar, 2002a). The research shows there is much cost-saving potential in logistics processes and a possible step is to consider logistics as part of

43、the supply chain. Hence we can confidently rely on the following definition: logistics is that part of the supply chain process that plans, implements and controls the efficient, effective flow and storage of goods, services and related information from the point of origin to the point of consumptio

44、n in order to meet customers requirements (Ayers, 2001). 3.3 E-logistics It is difficult to define e-logistics comprehensively because the potential impact of e-business on logistics and supply chain management is still not fully understood. One possible definition is that e-logistics simply means t

45、he processes needed to transfer goods sold over the Internet to customers (Auramo et al., 2001). Another and more sophisticated view is that elogistics is a wide-ranging topic related to supply chain integration that has the effect of eliminating intermediaries (such as wholesaler or retailers) and

46、fosters the emergence of new players like logisticians whose role is to adapt traditional logistics chains to take the requirements of e-business into account. If we consider it more broadly, e-logistics means doing e-business within a TLC between companies (B2B) and outside of it between the TLC an

47、d customers (B2C) over the Internet. This whole integration of e-business ensures that from the outside a TLC looks like one company even though it is composed of many. If we want to implement the elogistics philosophy in all companies inside a TLC we must renovate their business processes. Renovate

48、d processes are the basis for implementing e-logistics through logistical processesand are necessary for results that will reflect an improvement through the added value chain. Figure shows how a supply chain and logistics with appropriate information satisfy customers. To ensure an appropriate info

49、rmation flow from customers to suppliers, among suppliers and among customers, a TLC needs comprehensive elogistics. 4. The role of information technology in SCM Information technology (IT) is an important enabler of effective SCM. Much of the current interest in SCM from the IT point of view is mot

50、ivated by technological solutions that enable an SC change and the abundanceof data an SC has to manage in order to manage operations effectively. IT is most commonly viewed as a support function in SCM since it spans all building blocks of the SC. IT provides a competitive advantage for many SCs. W

51、hen applying SC strategies that reduce cost and lead times and improve service levels, the timeliness and availability of relevant information is critical. In addition, a growing number of companies is providing value-added ITbased services to their customers as a way of differentiating themselves i

52、n the marketplace, and developing strong long-term relationships with their customers. The role of IT is not limited to its support function. In this article, business process modelling has been used in order to articulate and simulate possible business model proposals for the STLC. The main purpose

53、 of developing and analysing business process models is to find revenue and value generators within a value chain or a business models value network. There have been a number of attempts to formally describe and classify a business process model. Venkatraman et al. （1998） defined a business process

54、model as a co-ordinated plan to design strategy along three dimensions: customer interaction, asset configuration and knowledge leverage （Venkatraman, 2000）. 中文譯文 電子物流：斯洛文尼亞運(yùn)輸物流集群的創(chuàng)建 作者：愛(ài)勒絲格諾尼克 盧布爾雅那大學(xué)經(jīng)濟(jì)學(xué)院 摘要 為了提高競(jìng)爭(zhēng)力， 組織今天正在尋找創(chuàng)新的商業(yè)模式， 以促進(jìn)經(jīng) 濟(jì)效益。在斯洛文尼亞，正在形成幾個(gè)集群，其中包括斯洛文尼亞運(yùn) 輸物流集群（STLC）作為最重要的集群之一。 STLC 目

55、前處于動(dòng)態(tài) 增長(zhǎng)階段， 要求商業(yè)模式的形成和足夠的信息化。 本文的主要目標(biāo)是 介紹 STLC 的信息化，縮小供應(yīng)鏈管理（SCM）和電子物流之間的差 距。 STLC 的信息化分幾個(gè)階段。第一階段涉及組織現(xiàn)有業(yè)務(wù)流程 的業(yè)務(wù)建模（ AS-IS 模型）。第一階段的結(jié)果可以深入了解商業(yè)模式 設(shè)置中未來(lái)使用的 STLC。接下來(lái)，創(chuàng)建 TO-BE 流程，通過(guò)信息化實(shí) 施和支持流程。 信息化項(xiàng)目的結(jié)果表明， 集群成員之間是同質(zhì)且透明 的業(yè)務(wù)活動(dòng)。 STLC 信息化的目的是創(chuàng)建商業(yè)模式，規(guī)范業(yè)務(wù)流程， 降低成本并提高業(yè)務(wù)績(jī)效， 縮短運(yùn)營(yíng)時(shí)間， 支持資產(chǎn)管理及跟蹤出貨 量。 關(guān)鍵詞：供應(yīng)鏈管理，電子物流，集群，

56、信息化，商業(yè)革新 1 引言 全球化和全球供應(yīng)下降導(dǎo)致的所有工業(yè)部門(mén)競(jìng)爭(zhēng)加劇， 迫使企業(yè) 優(yōu)化業(yè)務(wù)流程， 采取新的方式實(shí)現(xiàn)兼并或合作關(guān)系， 直接導(dǎo)致企業(yè)成 本降低。通過(guò)這些戰(zhàn)略聯(lián)盟，正在形成新的管理戰(zhàn)略， 如集群， 供應(yīng) 鏈管理(SCM),電子物流等。 一些作者認(rèn)為， 物流“值得” GDP 的 10%至 12% (Sahay, 2003)。根據(jù) AMR 的研究(Challenger, 2001), 電子物流有可能將成本削減 10?；谶@兩個(gè)參考文獻(xiàn)，我們可以 得出結(jié)論：電子物流可以節(jié)省我們的資金達(dá) GDP 的 1.2%。因此，在 過(guò)去的幾年中,惠普,康柏,數(shù)字設(shè)備公司,施樂(lè)公司,戴爾公司和 貝納

57、通集團(tuán)等高效公司的高級(jí)管理層一直贊成供應(yīng)鏈和電子物流 (羅 馬諾, 2003)。 有許多文獻(xiàn)表明不僅企業(yè)之間的集群和網(wǎng)絡(luò)的重要性, 而且還包 括價(jià)值鏈和各個(gè)行業(yè)。 參與這些集群的網(wǎng)絡(luò)是知識(shí)生成和傳播, 技術(shù) 轉(zhuǎn)讓, 共享風(fēng)險(xiǎn)和成本, 允許企業(yè)獲得新市場(chǎng)和機(jī)會(huì)以及最終在全球 市場(chǎng)建立比較優(yōu)勢(shì)所不可或缺的。 Porter(Porter, 1990)將集群定 義為互聯(lián)公司,專業(yè)供應(yīng)商,服務(wù)提供商,相關(guān)行業(yè)公司和相關(guān)機(jī)構(gòu) 的地理集中度。他提出了一個(gè)模型,為公司提供必須滿足的條件,才 能在國(guó)際競(jìng)爭(zhēng)中取得成功。 該模型著重于他在菱形圖中安排的四個(gè)主 要條件： 要素條件, 需求條件, 企業(yè)結(jié)構(gòu), 競(jìng)爭(zhēng)以及相

58、關(guān)和支持產(chǎn)業(yè)。 鉆石的“相關(guān)和支持行業(yè)” 特征表明集群化對(duì)發(fā)展具有健康集群兩個(gè) 特征的國(guó)際競(jìng)爭(zhēng)優(yōu)勢(shì)的重要性： 通過(guò)具有國(guó)際競(jìng)爭(zhēng)力的供應(yīng)商行業(yè)的 垂直支持，確保成本效益和快速交付 ;以及在具有國(guó)際競(jìng)爭(zhēng)力的相關(guān) 行業(yè)中存在橫向支持，以協(xié)調(diào)和分享活動(dòng)并刺激當(dāng)?shù)馗?jìng)爭(zhēng)。 斯洛文尼亞盧布爾雅那大學(xué)經(jīng)濟(jì)學(xué)院商業(yè)信息學(xué)院正在開(kāi)展斯 洛文尼亞交通物流集群的業(yè)務(wù)流程改造，標(biāo)準(zhǔn)化和信息化？“。信息 化為物流公司提供不僅更好的與客戶和供應(yīng)商的連接， 而且還提高了 績(jī)效和更快的響應(yīng)。為了達(dá)到適當(dāng)?shù)男畔⒒剑?STLC 必須投資現(xiàn) 代信息技術(shù)。 一個(gè)可能的解決方案是使用互聯(lián)網(wǎng)的無(wú)成本政策， 并在 過(guò)去幾年中將高安全性作

59、為最合適的溝通渠道。 對(duì)于所有的物流公司，都假設(shè)他們？控制其客戶的全球物流鏈， 因此取決于信息技術(shù)的成功實(shí)施， 從而降低庫(kù)存成本， 更好地保留客 戶，管理資產(chǎn)等。 2 斯洛文尼亞的運(yùn)輸物流集群 STLC 的成立是為了與歐洲物流市場(chǎng)競(jìng)爭(zhēng)。它是一個(gè)由 12 家公 司和 3 個(gè)機(jī)構(gòu)組成的協(xié)會(huì)：貨運(yùn)代理和航運(yùn)代理，港口服務(wù)，生態(tài)和 大學(xué)研究機(jī)構(gòu)。目前， STLC 內(nèi)的運(yùn)輸物流服務(wù)供應(yīng)商準(zhǔn)備共同教育 計(jì)劃，市場(chǎng)演示，設(shè)備采購(gòu)和完整的服務(wù)發(fā)展。 STLC 的愿景是為 其成員創(chuàng)造全面的條件，使他們能夠在斯洛文尼亞的交通路線之上， 相對(duì)于中歐和東南歐市場(chǎng)提供全面的后勤支持。 斯洛文尼亞由于 2004 年 5

60、月 1 日加入歐盟而面臨更激烈的競(jìng)爭(zhēng)， 只有通過(guò) STLC 相關(guān)公司 之間的和諧合作，他們才能在歐洲市場(chǎng)取得成功。 斯洛文尼亞擁有分銷和物流中心的所有特點(diǎn)： 在傳統(tǒng)貿(mào)易和運(yùn)輸 路線的交匯點(diǎn)處，地理位置處于偶然的地理位置 - 這是國(guó)際公司規(guī) 劃未來(lái)區(qū)域分布設(shè)置的首選地點(diǎn)。 兩個(gè)泛歐交通走廊 （連接巴塞羅那和基輔的第五號(hào)， 以及從薩爾 茨堡到塞薩洛尼卡的第十號(hào)） 在斯洛文尼亞首都盧布爾雅那相交。 斯 洛文尼亞公司在物流業(yè)務(wù)方面的出色業(yè)績(jī)， 加上現(xiàn)代化的運(yùn)輸基礎(chǔ)設(shè) 施，是針對(duì)客戶需求定制的高質(zhì)量和具有成本競(jìng)爭(zhēng)力的服務(wù)的經(jīng)過(guò)驗(yàn) 證的配方。 作為歐盟成員國(guó)， 斯洛文尼亞是亞洲和歐盟制造商和貿(mào)易 商通往設(shè)備齊全的