電子物流與物流集群外文文獻翻譯

外文文獻翻譯譯文4000多字(含：英文原文及中文譯文)文獻出處：GroznikA.E-logistics:sloveniantransportlogisticsclustercreation[J].WseasTransactionsonInformationScience&Applications,2008,5(4):375-384.英文原文E-logistics:SlovenianTransportLogisticsClustercreationALESGROZNIKUniversityofAbstractInthepursuitofenhancedcompetitivenessorganisationsaretodaysearchingforinnovativebusinessmodelsinordertofostereconomicbenefits.InSlovenia,severalclustersarebeingformed,includingtheSlovenianTransportLogisticsCluster(STLC)asoneofthemostimportant.TheSTLCiscurrentlyinthestageofdynamicgrowth,demandingbusinessmodelformationandadequateinformatisation.ThemaingoalofthepaperistopresenttheinformatisationoftheSTLC,bridgingthegapbetweenSupplyChainManagement(SCM)ande-Logistics.TheSTLC’sinformatisationofispresentedinseveralphases.Thefirstphaseinvolvesbusinessmodellingoftheexistingbusinessprocessesoforganisations(AS-ISmodel).Theresultsofthefirstphaseallowanin-depthviewoftheSTLCthatisusedinthefutureinthebusinessmodelsetup.Next,TO-BEprocessesarecreatedwhicharetobeimplementedandsupportedviainformatisation.Theresultoftheinformatisationprojectisrevealedtobehomogenousandtransparentbusinessactivitybetweenclustermembers.ThepurposesoftheSTLC’sinformatisationaretocreateabusinessmodel,standardisebusinessprocesses,allowcostcuttingandimprovedbusinessperformance,reduceoperatingtimes,supportassetmanagement,andtraceshipmentswhicharethebasicsofeconomiccompetitiveness.Keywords:SCM,e-logistics,cluster,informatisation,businessrenovation1IntroductionToughercompetitioninallindustrialsectorssharpenedbyglobalisationandthefallinglobalsupplyisforcingcompaniestooptimisetheirbusinessprocessesandadoptnewwaysofachievingmergersorpartnershipsthatdirectlyleadtolowerbusinesscosts.Withthesestrategicalliancesnewmanagementstrategiesarebeingformed,suchasclusters,supplychainmanagement(SCM),e-logisticsetc.Someauthorssuggestthatlogisticsare‘worth’10%to12%ofGDP(Sahay,2003).AccordingtoAMRresearch(Challenger,2001),e-logisticshasthepotentialtocutcostsby10%.Basedonthesetworeferenceswecanconcludethate-logisticscansaveourmoneybyupto1.2%ofGDP.ItisthereforenosurprisethatinthelastfewyearstopmanagementinhighlyeffectivecompaniessuchasHewlett-Packard,Compaq,DigitalEquipmentCorporation,Xerox,DellandBenettonGrouphasbeeninfavourofthesupplychainandthereforee-logistics(Romano,2003).Thereisacollectionofliteratureindicatingtheimportanceofclustersandnetworksnotonlybetweenfirms,butalongthevaluechainandacrossindustries.Thenetworksinvolvedintheseclustersareintegraltoknowledgegenerationanddiffusion,technologytransfer,sharingrisksandcosts,allowingfirmstoaccessnewmarketsandopportunitiesand,finally,buildingacomparativeadvantageintheglobalmarket.Porter(Porter,1990)definesclustersasgeographicconcentrationsofinterconnectedcompanies,specialisedsuppliers,serviceproviders,firmsinrelatedindustries,andassociatedinstitutions.Heproposesamodelthatprovidesconditionsthathavetobemetforafirmtobeinternationallycompetitiveandsuccessful.Thismodelfocusesonfourprimaryconditionswhichhearrangesinadiamond-shapeddiagram:factorconditions,demandconditions,structuresoffirmsandrivalryandrelatedandsupportingindustries.The‘RelatedandSupportingIndustries’featureofthediamonddenotestheimportanceofclusteringfordevelopinganinternationalcompetitiveadvantageincorporatingtwofeaturesofahealthycluster:thepresenceofverticalsupportthroughinternationallycompetitivesupplierindustrieswhichensurecost-effectiveandspeedydeliveries;andthepresenceofhorizontalsupportininternationallycompetitiverelatedindustriestoco-ordinateandshareactivitieswithandtostimulatelocalcompetition.Renovating,StandardisingandInformatising?”ofBusinessProcessesoftheSlovenianTransportLogisticsCluster,whichisbeingcarriedoutbytheBusinessInformaticsInstituteoftheFacultyofEconomicsattheUniversityofLjubljana,Slovenia.Informatisationofferslogisticscompaniesnotonlybetterconnectivitywiththeircustomersandsuppliersbutalsoimprovedperformanceandfasterresponses.Toachieveanappropriateinformatisationlevel,theSTLCmustinvestinmoderninformationtechnologies.ApossiblesolutionistousetheInternetwithitscostlesspolicyandinthelastfewyearshighsecurityasthemostappropriatecommunicationchannel.Foralllogisticscompaniesitisassumedthatthey?controlthegloballogisticschainoftheircustomersandthereforedependonthesuccessfulimplementationofinformationtechnologieswhichleadstolowerinventorycosts,bettercustomerretention,assetmanagementetc.2TheTransportLogisticsClusterinSloveniaTheSTLCwasformedtocompetewiththeEuropeanlogisticsmarket.Itisanassociationof12companiesand3institutions:freightforwardingandshippingagencies,portservices,ecologicalanduniversityresearchinstitutions.Currently,transportationlogisticsservicesupplierswithintheSTLCpreparecommoneducationprogrammes,marketpresentations,equipmentacquisitionsandcompleteservicedevelopments.TheSTLC’svisionistocreatecomprehensiveconditionsforitsmembersthatenablethemtoofferfulllogisticalsupportaboveandbeyondtheSloveniantransportationrouterelativetothemarketsofCentralandSouth-eastEurope.SloveniaisencounteringfiercercompetitionbyvirtueofithavingjoinedtheEuropeanUnionon1May2004anditisonlythroughharmoniousco-operationbetweenthecompaniesassociatedintheSTLCthattheycansucceedintheEuropeanmarket.Sloveniahasalltheattributesofadistributionandlogisticshub:afortuitousgeographicalpositionattheheartoftheregionintersectedbytraditionaltradeandtransportroutes–thelocationofchoiceforinternationalcompaniesplanningtheirfutureregionaldistributionset-up.Twopan-Europeantransportcorridors(No.5linkingBarcelonaandKiev,andNo.10fromSalzburgtoThessalonica)intersectinLjubljana,thecapitalofSlovenia.Sloveniancompanies’excellenttrackrecordinthelogisticsbusinesscoupledwithmoderntransportinfrastructureisaprovenrecipeforhighqualityandcost-competitiveservicestailoredtoclients'needs.AsanEUmemberstateSloveniaisagatewayforAsianandEUmanufacturersandtraderstofasterandmorereliabletraderoutesthatmeetatfullyequippedlogisticscentres.ShippingtoSlovenia’sonlycargoport–thePortofKoper–meansgaining7to10daysforshipsarrivingfromAsiacomparedtosailingtoEurope’snorthernports.Itstotalmaritimethroughputisabout15milliontonnes.Therearecurrently11modern,fullyequippedterminalsspecialisinginvarioustypesofgoods,storagefacultiesforgeneralcargoandseveralspecialwarehouses.Specialadvantagesareavailableinthe4.7sq.km.oftheport’seconomiczonewithits324,000sq.m.ofcoveredandshelteredwarehousefacilitiesandslightlylessthan1millionsq.m.ofopen-airstorage.ThemotorwaydensityinSloveniaishigherthantheEU-25averageandthelinkswiththeneighbouringEUmemberstatesandSouth-eastEuropeareequallygood.Currently,thereareover500kmofwellmaintainedmotorwaysand1,050kmoftrunkroads.Theextendedmotorwaynetworkisscheduledforcompletionby2013.Astherailwayserviceisregainingitsimportance,modernisationofthisinfrastructureisoneofthenationalpriorities.Freighttrafficiswell-developedwhiletheraillinksbetweentheAdriaticSeaandthelandlockedCEEcountriesoffermanyopportunities.BothfreightandpassengerserviceswithSouth-eastEuropehaveexpandedinthelastfewyears.ThenationalrailoperatorSlovenianRailways(S?)runsbothpassengerandfreightservicesandpossessarailwayinfrastructure,including60,000sq.m.ofwarehousespace.ThreeinternationalairportsprovideeasyaccessbyairtoSlovenia.ThecentralSlovenianairportandcargofacilityisAerodromLjubljanalocated25kmfromthecapital.ScheduledflightsoperatedbyseveralairlinescarrypassengerstoimportantEuropeandestinations.Theairportwasrecentlyrenovated,itsinfrastructureextendedandthecargoterminalmodernised.MariborAirportmostlyhandlescargotransportwhereasPortoro?SloveniaiswellsituatedtoservethemarketsofCentral,EasternandSouth-eastEurope.Thankstoitsstrategicgeopoliticalpositionanddecadesofcloseeconomictieswithitsneighbours,Sloveniancompaniesaretrueconnoisseursoftheregionalmarkets.Thisalsoincludesknowledgeofthevariouslanguages,differencesinlegislationand,particularly,mentalityalongwithabusinesscultureinspecificareaswhichoriginatesfrompersonaltiesmaintainedovermanyyears.3SupplyChainManagement,LogisticsandE-logistics3.1SupplyChainManagementInthelastfewyearscompanieshavebeenincreasinglyrealisingthattheefficiencyoftheirbusinessdependsheavilyoncollaborationandcoordinationwiththeirsuppliersandcustomers(Hieber,2002).Inordertoboosttheircompetitivenesstheycarefullymanagethesupplychain.Asupplychainisthestreamofprocessesinvolvedinmovinggoodsandservicesfromthecustomerorderthroughtherawmaterialsstage,supply,production,anddistributionofproductstothecustomer.Allorganisationshavesupplychainsofvaryingdegreesdependingonthesizeoftheorganisationandtypeofproductmanufactured.Thesenetworksobtainsuppliesandcomponents,changethesematerialsintofinishedproductsandthendistributethemtothecustomer.Managingthechainofeventsinthisprocessiswhatisknownassupplychainmanagement.Effectivemanagementmustinvolveco-ordinatingallthedifferentlinksinthischainasquicklyaspossiblewithoutlosinganyqualityorcustomersatisfaction,whilestillkeepingcostsdown.WithinaTLCasupplychainisorganisedthroughtransporters,transportorganisers,warehousesandfinancialoperators.Anorderernolongerlooksforthecheapesttransportationbutthecheapesttransportoptionseeksthechancetoexecuteanorder.IntegrationoftheSCMphilosophyinlogisticsprocessesnaturallycallsforanadvancedinformationsystemthatconnectsallcompaniesinvolvedinaTLCandprovidesthemwiththeappropriateinformationneededforbiddingand,fromthecustomers’aspect,allowstheelectronicorderingoflogisticsservices.3.2LogisticsThemainsuggestionconcerningtheoriginoflogisticsasascientificdisciplineineconomicsstemsfromOscarMorgenstern.TheessenceofMorgenstern’stheoryis(Morgenstern,1955):‘Logisticsactivityoffersexactlydefinedquantitiesofassetsandservesforeachbranchwhichneededtheseassetsandservesinorderwiththeirintentiontosustainbranchesatthesamelevelinpresentorinhigherpositioninthefuture.Thisleadsfromtheoriginandmustbeorientatedorwithotherwordstransformedinspaceandtimetoreachthewholerealizationofthesebranches.’Asascience,upuntiltheSecondWorldWarlogisticsonlyservedmilitarypurposes.AftertheSecondWorldWarlogisticsbecameacivilscience.Sincethenwecanfindmanydifferentdefinitions,includingthatgivenbyCooper(Cooper,1993):theintentionoflogisticsisto(intermsoforder,quantity,quality,spaceandtime)carryoutthetransportationofgoodsrelativetotheneedtosupplementbusinessprocesses.Itisintendedforplanningprocesses,executingandcontrollingtheflowofgoods,warehousingandmanaginginformationfromtheproductionofgoodsthroughtosellingthemtothefinalcustomerwiththeaimtosatisfythecustomer.Logisticalcostshaveanimportantinfluenceonthepricingofaproduct.Thiswasshowninasurveyinwhich200Europeancompaniesparticipated.Theresultswerethatlogisticscostsmakeupbetween7.7%and22%ofthefinalpriceofproducts(Po?ar,2002a).Theresearchshowsthereismuchcost-savingpotentialinlogisticsprocessesandapossiblestepistoconsiderlogisticsaspartofthesupplychain.Hencewecanconfidentlyrelyonthefollowingdefinition:logisticsisthatpartofthesupplychainprocessthatplans,implementsandcontrolstheefficient,effectiveflowandstorageofgoods,servicesandrelatedinformationfromthepointoforigintothepointofconsumptioninordertomeetcustomers’requirements(Ayers,2001).3.3E-logisticsItisdifficulttodefinee-logisticscomprehensivelybecausethepotentialimpactofe-businessonlogisticsandsupplychainmanagementisstillnotfullyunderstood.Onepossibledefinitionisthate-logisticssimplymeanstheprocessesneededtotransfergoodssoldovertheInternettocustomers(Auramoetal.,2001).Anotherandmoresophisticatedviewisthatelogisticsisawide-rangingtopicrelatedtosupplychainintegrationthathastheeffectofeliminatingintermediaries(suchaswholesalerorretailers)andfosterstheemergenceofnewplayerslikelogisticianswhoseroleistoadapttraditionallogisticschainstotaketherequirementsofe-businessintoaccount.Ifweconsideritmorebroadly,e-logisticsmeansdoinge-businesswithinaTLCbetweencompanies(B2B)andoutsideofitbetweentheTLCandcustomers(B2C)overtheInternet.Thiswholeintegrationofe-businessensuresthatfromtheoutsideaTLClookslikeonecompanyeventhoughitiscomposedofmany.IfwewanttoimplementtheelogisticsphilosophyinallcompaniesinsideaTLCwemustrenovatetheirbusinessprocesses.Renovatedprocessesarethebasisforimplementinge-logisticsthroughlogisticalprocessesandarenecessaryforresultsthatwillreflectanimprovementthroughtheaddedvaluechain.Figureshowshowasupplychainandlogisticswithappropriateinformationsatisfycustomers.Toensureanappropriateinformationflowfromcustomerstosuppliers,amongsuppliersandamongcustomers,aTLCneedscomprehensiveelogistics.4.TheroleofinformationtechnologyinSCMInformationtechnology(IT)isanimportantenablerofeffectiveSCM.MuchofthecurrentinterestinSCMfromtheITpointofviewismotivatedbytechnologicalsolutionsthatenableanSCchangeandtheabundanceofdataanSChastomanageinordertomanageoperationseffectively.ITismostcommonlyviewedasasupportfunctioninSCMsinceitspansallbuildingblocksoftheSC.ITprovidesacompetitiveadvantageformanySCs.WhenapplyingSCstrategiesthatreducecostandleadtimesandimproveservicelevels,thetimelinessandavailabilityofrelevantinformationiscritical.Inaddition,agrowingnumberofcompaniesisprovidingvalue-addedITbasedservicestotheircustomersasawayofdifferentiatingthemselvesinthemarketplace,anddevelopingstronglong-termrelationshipswiththeircustomers.TheroleofITisnotlimitedtoitssupportfunction.Inthisarticle,businessprocessmodellinghasbeenusedinordertoarticulateandsimulatepossiblebusinessmodelproposalsfortheSTLC.Themainpurposeofdevelopingandanalysingbusinessprocessmodelsistofindrevenueandvaluegeneratorswithinavaluechainorabusinessmodel'svaluenetwork.Therehavebeenanumberofattemptstoformallydescribeandclassifyabusinessprocessmodel.Venkatramanetal.(1998)definedabusinessprocessmodelasaco-ordinatedplantodesignstrategyalongthreedimensions:customerinteraction,assetconfigurationandknowledgeleverage(Venkatraman,2000).中文譯文電子物流：斯洛文尼亞運輸物流集群的創(chuàng)建作者：愛勒絲·格諾尼克盧布爾雅那大學經濟學院摘要為了提高競爭力，組織今天正在尋找創(chuàng)新的商業(yè)模式，以促進經濟效益。在斯洛文尼亞，正在形成幾個集群，其中包括斯洛文尼亞運輸物流集群（STLC）作為最重要的集群之一。STLC目前處于動態(tài)增長階段，要求商業(yè)模式的形成和足夠的信息化。本文的主要目標是介紹STLC的信息化，縮小供應鏈管理（SCM）和電子物流之間的差距。STLC的信息化分幾個階段。第一階段涉及組織現(xiàn)有業(yè)務流程的業(yè)務建模（AS-IS模型）。第一階段的結果可以深入了解商業(yè)模式設置中未來使用的STLC。接下來，創(chuàng)建TO-BE流程，通過信息化實施和支持流程。信息化項目的結果表明，集群成員之間是同質且透明的業(yè)務活動。STLC信息化的目的是創(chuàng)建商業(yè)模式，規(guī)范業(yè)務流程，降低成本并提高業(yè)務績效，縮短運營時間，支持資產管理及跟蹤出貨量。關鍵詞：供應鏈管理，電子物流，集群，信息化，商業(yè)革新1引言全球化和全球供應下降導致的所有工業(yè)部門競爭加劇，迫使企業(yè)優(yōu)化業(yè)務流程，采取新的方式實現(xiàn)兼并或合作關系，直接導致企業(yè)成本降低。通過這些戰(zhàn)略聯(lián)盟，正在形成新的管理戰(zhàn)略，如集群，供應鏈管理（SCM），電子物流等。一些作者認為，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@兩個參考文獻，我們可以得出結論：電子物流可以節(jié)省我們的資金達GDP的1.2％。因此，在過去的幾年中，惠普，康柏，數(shù)字設備公司，施樂公司，戴爾公司和貝納通集團等高效公司的高級管理層一直贊成供應鏈和電子物流（羅馬諾，2003）。有許多文獻表明不僅企業(yè)之間的集群和網(wǎng)絡的重要性，而且還包括價值鏈和各個行業(yè)。參與這些集群的網(wǎng)絡是知識生成和傳播，技術轉讓，共享風險和成本，允許企業(yè)獲得新市場和機會以及最終在全球市場建立比較優(yōu)勢所不可或缺的。Porter（Porter，1990）將集群定義為互聯(lián)公司，專業(yè)供應商，服務提供商，相關行業(yè)公司和相關機構的地理集中度。他提出了一個模型，為公司提供必須滿足的條件，才能在國際競爭中取得成功。該模型著重于他在菱形圖中安排的四個主要條件：要素條件，需求條件，企業(yè)結構，競爭以及相關和支持產業(yè)。鉆石的“相關和支持行業(yè)”特征表明集群化對發(fā)展具有健康集群兩個特征的國際競爭優(yōu)勢的重要性：通過具有國際競爭力的供應商行業(yè)的垂直支持，確保成本效益和快速交付;以及在具有國際競爭力的相關行業(yè)中存在橫向支持，以協(xié)調和分享活動并刺激當?shù)馗偁?。斯洛文尼亞盧布爾雅那大學經濟學院商業(yè)信息學院正在開展斯洛文尼亞交通物流集群的業(yè)務流程改造，標準化和信息化？“。信息化為物流公司提供不僅更好的與客戶和供應商的連接，而且還提高了績效和更快的響應。為了達到適當?shù)男畔⒒?，STLC必須投資現(xiàn)代信息技術。一個可能的解決方案是使用互聯(lián)網(wǎng)的無成本政策，并在過去幾年中將高安全性作為最合適的溝通渠道。對于所有的物流公司，都假設他們？控制其客戶的全球物流鏈，因此取決于信息技術的成功實施，從而降低庫存成本，更好地保留客戶，管理資產等。2斯洛文尼亞的運輸物流集群STLC的成立是為了與歐洲物流市場競爭。它是一個由12家公司和3個機構組成的協(xié)會：貨運代理和航運代理，港口服務，生態(tài)和大學研究機構。目前，STLC內的運輸物流服務供應商準備共同教育計劃，市場演示，設備采購和完整的服務發(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，相對于中歐和東南歐市場提供全面的后勤支持。斯洛文尼亞由于2004年5月1日加入歐盟而面臨更激烈的競爭，只有通過STLC相關公司之間的和諧合作，他們才能在歐洲市場取得成功。斯洛文尼亞擁有分銷和物流中心的所有特點：在傳統(tǒng)貿易和運輸路線的交匯點處，地理位置處于偶然的地理位置-這是國際公司規(guī)劃未來區(qū)域分布設置的首選地點。兩個泛歐交通走廊（連接巴塞羅那和基輔的第五號，以及從薩爾茨堡到塞薩洛尼卡的第十號）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)務方面的出色業(yè)績，加上現(xiàn)代化的運輸基礎設施，是針對客戶需求定制的高質量和具有成本競爭力的服務的經過驗證的配方。作為歐盟成員國，斯洛文尼亞是亞洲和歐盟制造商和貿易商通往設備齊全的物流中心的更快，更可靠的貿易路線的門戶。航運到斯洛文尼亞唯一的貨運港口-科佩爾港-意味著從亞洲抵達的船只比起航行到歐洲的北部港口要快7到10天。其海運吞吐量約為1500萬噸。目前有11個現(xiàn)代化，設備齊全的碼頭專門從事各種貨物，一般貨物倉儲設施和幾個特殊倉庫。4.7平方公里有特別優(yōu)勢。港口經濟區(qū)擁有324,000平方米的面積。的有遮蓋的倉庫設施和略低于1??00斯洛文尼亞的高速公路密度高于歐盟25國的平均水平，與鄰國歐盟成員國和東南歐國家的聯(lián)系同樣良好。目前，維護良好的高速公路有500多公里，主干道有1050公里。延伸高速公路網(wǎng)絡計劃于2013年完工。隨著鐵路服務重新獲得重視，該基礎設施的現(xiàn)代化成為國家優(yōu)先事項之一。貨運量發(fā)達，而亞得里亞海和內陸中東歐國家之間的鐵路提供了許多機會。東南歐的貨運和客運服務在過去幾年中有所擴大。國家鐵路運營商斯洛文尼亞鐵路公司（S?）經營客運和貨運業(yè)務，擁有鐵路基礎設施，其中包括60,000平方米。的倉庫空間。三個國際機場可通過航空方便地前往斯洛文尼亞。斯洛文尼亞中部的機場和貨運設施位于首都25公里的AerodromLjubljana。由多家航空公司運營的定期航班將乘客運送至重要的歐洲目的地該機場最近進行了翻修，擴建了基礎設施，