電子物流外文翻譯稿加原稿

1、譯文題目：電子物流：斯洛文尼亞運(yùn)輸物流集群信息化外文題目： ELogistics: Informatization Of Slovenian Transport出 處： A Groznik, A Kovacic, B Zoric -Interfaces, 2004 作 者： Ale Groznik譯 文：摘要為了追求更高的競(jìng)爭(zhēng)力，組織正在尋找創(chuàng)新的商業(yè)模式，以促進(jìn)經(jīng)濟(jì)效益。在斯洛文尼亞，一些集群正在形成，包括斯洛文尼亞運(yùn)輸物流產(chǎn)業(yè)集群（STLC）。它作為一個(gè)最重要的集群，正處于蓬勃發(fā)展階段，要求較高的商業(yè)模式的形成和充分的信息化。本文的主要目標(biāo)是當(dāng)前STLC的信息化，來(lái)彌合供應(yīng)鏈管理（SCM）

2、和電子物流之間的差距。STLC的信息化是通過(guò)以下幾個(gè)階段。第一階段是企業(yè)組織現(xiàn)有的業(yè)務(wù)流程建模（AS-IS模型）。第一階段的結(jié)果給我們一個(gè)深入STLC的觀點(diǎn)，那就是它是用來(lái)建立未來(lái)商業(yè)模式的。下一步，TO- BE流程的創(chuàng)建，要通過(guò)信息化的實(shí)施和支持。信息化項(xiàng)目的結(jié)果顯示均質(zhì)和透明的集群成員之間的業(yè)務(wù)活動(dòng)。STLC信息化的目的是商業(yè)模式的創(chuàng)建，標(biāo)準(zhǔn)化的業(yè)務(wù)流程，降低成本，提高業(yè)務(wù)效率，降低運(yùn)營(yíng)時(shí)間，有效的資產(chǎn)管理和運(yùn)輸跟蹤，這些都是經(jīng)濟(jì)競(jìng)爭(zhēng)力的基礎(chǔ)。在所有的工業(yè)部門提高競(jìng)爭(zhēng)力，全球化的激化和全球供應(yīng)下降，迫使企業(yè)優(yōu)化其業(yè)務(wù)流程和使用新的方式兼并或伙伴關(guān)系的直接結(jié)果在于降低企業(yè)成本。這些戰(zhàn)略聯(lián)盟，

3、新的管理戰(zhàn)略，形成集群和供應(yīng)鏈管理（SCM），電子物流等一些作者引用物流的“身價(jià)”10至12的GDP（Sahay，2003年）。據(jù)AMR研究（Challenger， 2001年）表明，電子物流有降低10的成本的潛力?；诖耍覀兛梢缘贸鲞@樣的結(jié)論：電子物流可以節(jié)省我們高達(dá)1.2%的GDP的花費(fèi)。因此，這并不奇怪，在過(guò)去的幾年里，惠普、康柏、數(shù)字設(shè)備公司、施樂(lè)、戴爾和貝納通集團(tuán)這些高效公司，頂尖的管理是有利的供應(yīng)鏈，電子物流（Romano，2003年）。有一個(gè)文獻(xiàn)的收集表明集群和網(wǎng)絡(luò)的重要性，不僅在公司，也包括了整個(gè)價(jià)值鏈和產(chǎn)業(yè)。網(wǎng)絡(luò)所固有的這些集群整體的知識(shí)創(chuàng)造和擴(kuò)散，技術(shù)轉(zhuǎn)移，分擔(dān)風(fēng)險(xiǎn)和成本

4、，使企業(yè)獲得新的市場(chǎng)和機(jī)會(huì)，最后，在全球市場(chǎng)建立比較優(yōu)勢(shì)。波特（Porter，1990）定義集群為相互關(guān)聯(lián)的企業(yè)，專業(yè)化供應(yīng)商，服務(wù)提供商，在相關(guān)行業(yè)的企業(yè)和相關(guān)機(jī)構(gòu)的地理的集中。他提出了一個(gè)模型，并為該模型提供了條件，那就是要滿足企業(yè)的國(guó)際競(jìng)爭(zhēng)力和成功經(jīng)營(yíng)。該模型側(cè)重于他安排在一個(gè)菱形圖中的四個(gè)主要條件：要素條件，需求條件，企業(yè)和競(jìng)爭(zhēng)結(jié)構(gòu)，以及相關(guān)配套產(chǎn)業(yè)。“相關(guān)和配套產(chǎn)業(yè)的”鉆石的功能表示了集群發(fā)展的國(guó)際競(jìng)爭(zhēng)優(yōu)勢(shì)的重要性。它整合了一個(gè)健康的集群的兩個(gè)特點(diǎn)：通過(guò)國(guó)際競(jìng)爭(zhēng)力的供應(yīng)商的行業(yè)，以確保成本效益和迅速交貨的垂直支撐的存在；存在國(guó)際競(jìng)爭(zhēng)力的相關(guān)產(chǎn)業(yè)的協(xié)調(diào)和共享活動(dòng)的水平支撐，刺激本地的競(jìng)

5、爭(zhēng)。在本文中，STLC信息化將通過(guò)項(xiàng)目建模，分析和改造，以及標(biāo)準(zhǔn)化和信息化的業(yè)務(wù)流程的斯洛文尼亞運(yùn)輸物流產(chǎn)業(yè)集群，這是由斯洛文尼亞盧布爾雅那大學(xué)商業(yè)信息學(xué)院經(jīng)濟(jì)學(xué)院提出的。隨著信息化，物流公司不僅擁有與他們的客戶和供應(yīng)商有更好的連接，也擁有更好的性能和更快的反應(yīng)。要實(shí)現(xiàn)適當(dāng)?shù)男畔⒒剑琒TLC必須在現(xiàn)代信息技術(shù)領(lǐng)域投資。一個(gè)可能的解決方案是利用互聯(lián)網(wǎng)具有成本效益的優(yōu)勢(shì)，在過(guò)去幾年中，高度的安全性使它作為最適當(dāng)?shù)臏贤ㄇ馈?duì)于所有的物流公司來(lái)說(shuō)，它是假定他們控制了全球性的物流鏈的客戶，因此，依賴于信息化技術(shù)成功實(shí)施，這導(dǎo)致庫(kù)存成本的降低，能更好的留住客戶和資產(chǎn)管理等。業(yè)務(wù)流程再造是20世紀(jì)90

6、年代最受歡迎的流行術(shù)語(yǔ)，但在這十年它似乎又有了新的流行術(shù)語(yǔ)，那就是“商業(yè)模式再造”。 傳統(tǒng)的“舊經(jīng)濟(jì)”企業(yè)迫切需要建立和重新評(píng)估其目前的業(yè)務(wù)模式并創(chuàng)建新的。因此，電子商務(wù)的舉措有真正的戰(zhàn)略使命：建立一個(gè)完全不同的商業(yè)模式即電子商務(wù)模式。它一般是指公司當(dāng)前的業(yè)務(wù)模式向互聯(lián)網(wǎng)經(jīng)濟(jì)適應(yīng)。電子商務(wù)代表學(xué)說(shuō)認(rèn)為，改變傳統(tǒng)組織模式、業(yè)務(wù)流程、關(guān)系和運(yùn)作模式較過(guò)去的20年已具有絕對(duì)的主導(dǎo)地位。電子商務(wù)的新學(xué)說(shuō)，要求企業(yè)整合并以同步的戰(zhàn)略和戰(zhàn)術(shù)交付產(chǎn)品給客戶的信息技術(shù)基礎(chǔ)設(shè)施和服務(wù)來(lái)滿足目標(biāo)和流程的執(zhí)行。在接下來(lái)的幾年中，成功的企業(yè)將執(zhí)行成功的電子商務(wù)來(lái)重組他們的組織、流程和技術(shù)基礎(chǔ)設(shè)施。業(yè)務(wù)流程再造（BPR

7、）是將業(yè)務(wù)改造（BR）或業(yè)務(wù)流程改造及信息化的努力整合。更進(jìn)一步的方法是不斷改進(jìn)流程（CPI）以提供充足的信息技術(shù)（IT）基礎(chǔ)設(shè)施戰(zhàn)略。工藝改造是一個(gè)重新設(shè)計(jì)戰(zhàn)略，嚴(yán)格地審視企業(yè)當(dāng)前的業(yè)務(wù)政策，做法和程序，通過(guò)反思它們，然后重新設(shè)計(jì)關(guān)鍵產(chǎn)品，流程及服務(wù)（Prasad，1999年）。我們觀察到，它正在采取起著重要作用的業(yè)務(wù)流程-創(chuàng)造新的需求，引致新產(chǎn)品開(kāi)發(fā)及指揮新的程序。隨著信息技術(shù)在組織中的全面實(shí)施，這些內(nèi)部的變化也可能導(dǎo)致更廣泛的產(chǎn)品、市場(chǎng)及社會(huì)作為一個(gè)整體轉(zhuǎn)變（Chang，2000年）。IT在業(yè)務(wù)流程改造中起著至關(guān)重要的作用。應(yīng)該指出，更高層次的程序自動(dòng)化帶來(lái)了或多或少的負(fù)面結(jié)果。即使這種

8、行為所取得的成就是積極的，他們也會(huì)防止管理者看到運(yùn)用信息重新設(shè)計(jì)業(yè)務(wù)流程和信息在基礎(chǔ)設(shè)施中的作用的機(jī)會(huì)。業(yè)務(wù)流程應(yīng)當(dāng)先進(jìn)行分析，以便找出它是否定義明確和充足，并準(zhǔn)備實(shí)施新的信息技術(shù)。只有這樣，提高質(zhì)量，降低成本，縮短改造業(yè)務(wù)流程和活動(dòng)的執(zhí)行時(shí)間才能被預(yù)測(cè)。隨著互聯(lián)網(wǎng)成為一個(gè)公司的信息系統(tǒng)的重要組成部分，它起到了作用?；ヂ?lián)網(wǎng)使各種規(guī)模的企業(yè)發(fā)展新的在線的商業(yè)模式，這意味著公司經(jīng)營(yíng)和業(yè)務(wù)伙伴，客戶和供應(yīng)商互動(dòng)的方式的改善與改變。公司正在尋求與他們的供應(yīng)商更加深入和互動(dòng)的途徑，在新產(chǎn)品開(kāi)發(fā)合作，整合關(guān)鍵業(yè)務(wù)流程和跨職能部門的信息共享上的一系列問(wèn)題?；ヂ?lián)網(wǎng)使完整的一體化跨組織流程在企業(yè)改造項(xiàng)目延伸業(yè)務(wù)

9、創(chuàng)新的新戰(zhàn)略選擇上具有優(yōu)勢(shì)（如，電子物流），包括進(jìn)程中的新的可能性（如訂單輸入，配送，網(wǎng)上支付），以及技術(shù)問(wèn)題（如企業(yè)資源規(guī)劃系統(tǒng)（ERP）一體化與供應(yīng)鏈管理（SCM）等）。3.供應(yīng)鏈管理，物流配送，電子物流隨著信息知識(shí)和信息技術(shù)的發(fā)展，供應(yīng)鏈管理和電子物流的關(guān)系越來(lái)越緊密。供應(yīng)鏈管理的成功整合依賴于電子商務(wù)在物流領(lǐng)域的實(shí)施，我們稱為電子物流。隨后，這兩個(gè)術(shù)語(yǔ)通過(guò)電子物流系統(tǒng)，利用現(xiàn)代信息技術(shù)對(duì)供應(yīng)鏈管理和物流進(jìn)行補(bǔ)充。（1）供應(yīng)鏈管理在過(guò)去的幾年，企業(yè)已逐漸意識(shí)到，他們的業(yè)務(wù)效率嚴(yán)重依賴于供應(yīng)商以及與客戶的合作和協(xié)調(diào)（Hieber，2002年）。為了提高自己的競(jìng)爭(zhēng)力，他們精心地管理供應(yīng)鏈。供

10、應(yīng)鏈?zhǔn)峭ㄟ^(guò)原材料的階段、供應(yīng)、生產(chǎn)和給客戶的產(chǎn)品的分配的過(guò)程，并按照顧客的需求提供相應(yīng)的貨品的移動(dòng)和服務(wù)的過(guò)程流。所有組織都有不同程度的供應(yīng)鏈，取決于組織和生產(chǎn)的產(chǎn)品類型大小。這些網(wǎng)絡(luò)獲得用品和部件，再將這些材料轉(zhuǎn)變成成品，然后分發(fā)給客戶。管理的一連串事件是在這個(gè)過(guò)程被稱為供應(yīng)鏈管理。有效的管理必須考慮到在這條產(chǎn)業(yè)鏈中盡可能快地協(xié)調(diào)所有不同的部分，同時(shí)又不失去任何質(zhì)量和顧客滿意度，當(dāng)然還要保持較低的成本。（2）物流奧斯卡·摩根斯坦提出了一個(gè)關(guān)于物流作為一門經(jīng)濟(jì)學(xué)科的起源的基本建議。摩根斯坦的理論的精髓在文章中是（摩根斯坦，1955年）：“物流活動(dòng)為每個(gè)需要這些資產(chǎn)和服務(wù)的部門提供準(zhǔn)確

11、界定數(shù)量的資產(chǎn)，來(lái)滿足他們的意圖，使這些分支機(jī)構(gòu)在現(xiàn)在或在將來(lái)更高的位置能維持在同一水平?！蔽锪髯鳛橐婚T科學(xué)直到第二次世界大戰(zhàn)僅用于軍事目的服務(wù)。第二次世界大戰(zhàn)后，物流成為一個(gè)民用科學(xué)。在此之后，我們可以找到很多不同的定義。其中之一是庫(kù)珀的定義（Cooper，1993年）：物流的意圖是（順序，數(shù)量，質(zhì)量，空間和時(shí)間）進(jìn)行貨物運(yùn)輸需要，以補(bǔ)充業(yè)務(wù)流程。它的目的是為了從商品生產(chǎn)到銷售到最終客戶的過(guò)程中規(guī)劃進(jìn)程、執(zhí)行和控制貨物流向、倉(cāng)儲(chǔ)及管理，以滿足顧客的消費(fèi)需求。（3）電子物流由于電子商務(wù)在物流和供應(yīng)鏈管理上的理解尚未完全的潛在影響，電子物流的全面性是很難界定的。一個(gè)可能的定義是電子物流僅僅意味著

12、需要通過(guò)互聯(lián)網(wǎng)向客戶銷售貨物轉(zhuǎn)移的過(guò)程（Auramo等，2001）。另更為復(fù)雜的方面是，電子物流是一個(gè)廣泛話題涉及到供應(yīng)鏈的整合，消除了中介機(jī)構(gòu)的作用（如批發(fā)商或零售商），也促進(jìn)了新的參與者的出現(xiàn)，其作用是為了適應(yīng)傳統(tǒng)的物流鏈，考慮到電子商務(wù)的要求。如果我們看得更寬廣一些，電子物流意味著在兩個(gè)企業(yè)之間,企業(yè)與顧客之間，內(nèi)部和外部的TLC（運(yùn)輸物流產(chǎn)業(yè)集群）在英特網(wǎng)上的電子商務(wù)。這整個(gè)電子商務(wù)的融合，以確保TLC從外面看起來(lái)就像一個(gè)公司，即便它是由許多公司組成的。如果我們想要在TCL里面的所有公司實(shí)現(xiàn)電子物流的理念，我們必須改造自己的業(yè)務(wù)流程。改造是通過(guò)物流過(guò)程和結(jié)果需要來(lái)實(shí)施電子物流的基礎(chǔ)，它

13、將顯示增值鏈改善的過(guò)程。原稿：AbstractIn search of higher competitiveness, organizations are in search of 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 important cluster.

14、 Currently, STLC is in the stage of dynamic growth, demanding business model formation and adequate informatization. The main goal of the paper is to present the informatization of STLC, bridging the gap between Supply Chain Management (SCM) and E-Logistics. The informatization of STLC is presented

15、through several phases. The first phase is business modeling of existing business processes of organizations (AS-IS model). The results of the first phase give us an in-depth view of STLC that is used for future business model setup. Next, TO-BE processes are created, which are to be implemented and

16、 supported through informatization. The result of the informatization project is shown as homogenic and transparent business activity between cluster members. The purposes of STLC informatization are business model creation, standardization of business processes, cost cutting, improved business perf

17、ormance; operational times decrease, asset management, and shipment tracing, which are the basics of economic competitiveness.1. IntroductionIncreased competitiveness in all industrial sectors, sharpened by globalization and the fall of global supply, is forcing companies towards the optimization of

18、 their business processes and new ways of mergers or partnerships with direct results in decreased business costs. With these strategic alliances, new management strategies are formed as Clusters, Supply Chain Management (SCM), E-logistics, etc. Some authors are making references that logistics are

19、“worth” 10% to 12% of the GDP (Sahay, 2003). According to AMR research (Challenger, 2001), E-logistics have a potential of lowering costs by 10%. On the basis of these two references, we can conclude that E-logistics can save our money for as much as 1.2% of the GDP. Therefore, it is not surprising

20、that in the last few years, in high effective companies as Hewlett-Packard, Compaq, Digital Equipment Corporation, Xerox, Dell and BenettonGroup, top management is favorable to the Supply Chain and, therefore, E-logistics (Romano, 2003).There is a collection of literature indicating the importance o

21、f clusters and networks not only between firms but also along the value chain and across industries. The networks inherent in these clusters are integral for knowledge generation and diffusion, technology transfer, sharing risks and costs, allowing firms to access new markets and opportunities and,

22、finally, building comparative advantage in the global market.Porter (Porter, 1990) defines clusters as geographic concentrations of interconnected companies, specialized suppliers, service providers, firms in related industries, and associated institutions. He proposed a model that provides conditio

23、ns that have to be met for a firm to be internationally competitive and successful. This model focuses on four primary conditions that he arranged in a diamond-shaped diagram: factor conditions, demand conditions, structures of firms and rivalry, and related and supporting industries. The "Rela

24、ted and Supporting Industries" feature of the diamond denotes the importance of clustering in developing international competitive advantage. It incorporates two features of a healthy cluster: the presence of vertical support through internationally competitive supplier industries, which ensure

25、 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.In the article, informatization of STLC will be presented through Project Modeling, Analyzing an

26、d Renovation, and Standardization and Informatization of business processes of the Slovenian Transport Logistics Cluster, which is performed by the Business Informatics Institute at the Faculty of Economics, University of Ljubljana, Slovenia. With informatization, logistic companies not only have be

27、tter connectivity with their customers and suppliers but also better performance and faster responses. To achieve an appropriate level of informatization, STLC must invest in modern information technologies. One of the possible solutions is the use of the Internet with its cost-effective policy and,

28、 in last years, high security as the most appropriate communication channel.For all logistic companies, it is assumed they control a global logistic chain of their customers and, therefore, are dependent on the successful implementation of informatization technologies, which leads to the decrease of

29、 inventory costs, better customer retention, asset management, etc.2. Business renovation toward e-businessBusiness-process reengineering was a favorite managerial buzzword of the 90s, but it seems that a new popular term for this decade is business-model re-engineering. The traditional old economy

30、companies urgently need to build on and re-evaluate their current business models and create new ones. Accordingly, e-business initiatives have truly strategic imperatives: creating a totally different business model. An e-business model generally means the adapting of a companys current business mo

31、del to the Internet economy.E-business represents a shift in the business doctrine that is changing traditional organizational models, business processes, relationships and operational models that have been dominant for the past 20 years. The new doctrine of e-business requires an enterprise to inte

32、grate and synchronize the strategic vision and tactical delivery of products to its customers with the information technology and service infrastructure needed to meet that vision and process execution. In the next few years, successful enterprises will restructure their organization, process and te

33、chnology infrastructure for successful e-business execution.Business Renovation (BR) or business process renovation and informatization efforts integrate a radical strategic method of Business Process Reengineering (BPR) and more progressive methods of Continuous Process Improvement (CPI) with adequ

34、ate Information Technology (IT) infrastructure strategies. Process renovation is a re-engineering strategy that critically examines current business policies, practices and procedures, rethinks them through and then redesigns the mission-critical products, processes, and services (Prasad 1999).We ob

35、serve that IT is now taking significant roles in business processes - creating new needs, causing new product development and commanding new procedures. Following full implementation of IT in an organization, these internal changes may also lead to broader shifts in products, markets, and society as

36、 a whole(Chang, 2000). IT plays a crucial role as an enabler in business process renovation. It should be pointed out that a higher level of procedures' automation brings more or less negative results. Even if some of the achievements of such actions are positive, they prevent the managers from

37、seeing all the opportunities offered by the informatization of a redesigned business process and an infrastructure role of informatics. The business process should be analyzed first in order to find out if it is well defined, adequate, and ready for the implementation of new information technology.

38、Only in that way, an improvement of quality, lower costs, and shorter performance times of renovated business procedures and activities could be expected.As the Internet becomes a very important component of companies' information systems, it plays a significant role. The Internet enables compan

39、ies of all sizes to develop new on-line business models, which means improving and altering the ways in which companies operate and interact with business partners, customers and suppliers. Companies are now pursuing more intensive and interactive relationships with their suppliers, collaborating in

40、 new product development, integrating key business processes and cross-functional information sharing on a range of issues. The Internet enables complete integration of inter-organizational processes in business renovation projects and extends the strengths of business renovation to the new strategi

41、c options (e.g. e-logistics), the new possibilities for processes (e.g. order entry, distribution, on-line payment), as well as the technical issues (e.g. integration of Enterprise Resource Planning systems (ERP) with Supply Chain Management (SCM), etc.).3. Supply chain management, logistics and E-l

42、ogisticsWith the development of information technologies and information knowledge, SCM and E-logistics were discovered as a close connection to Logistics. Successful integration of SCM depends on the implementation of E-business in Logistics, called E-logistics. Afterwards, these two terms are show

43、n through the system of E-logistics, with which the use of modern information technology complements SCM and Logistics.(1)Supply chain managementIn the last years, companies have been increasingly realizing that the efficiency of their business is heavily dependent on the collaboration and co-ordina

44、tion with their suppliers as well as with their customers (Hieber, 2002). In order to increase their competitiveness, they carefully manage the Supply Chain.A supply chain is the stream of processes of moving goods and services from the customer order through the raw materials stage, supply, product

45、ion, and distribution of products to the customer. All organizations have supply chains of varying degrees, depending upon the size of the organization and the type of product manufactured. These networks obtain supplies and components, change these materials into finished products and then distribu

46、te them to the customer.Managing the chain of events in this process is what is known as supply chain management. Effective management must take into account coordinating all the different pieces of this chain as quickly as possible without losing any of the quality or customer satisfaction, while s

47、till keeping costs down.(2)LogisticsOscar Morgenstern implemented a basic suggestion for the origin of logistics as a science discipline in the economy. The essence of Morgensterns theory in the article is (Morgenstern, 1955): “Logistics activity offers exactly defined quantities of assets and serve

48、s for each branch which needed these assets and serves in order with their intention to sustain branches at the same level in present or in higher position in the future.”Logistics was as a science until the Second World War serving only for military purposes. After the Second World War, logistics became a civil science. After that time, we can find many different definitions. One of them is Coopers definition (Cooper, 1993): the intention of logistics is to (at order, quantity, quality, space and time)