电子物流与物流集群外文文献翻译

外文文献翻译译文4000多字(含：英文原文及中文译文)文献出处：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(SŽ)runsbothpassengerandfreightservicesandpossessarailwayinfrastructure,including60,000sq.m.ofwarehousespace.ThreeinternationalairportsprovideeasyaccessbyairtoSlovenia.ThecentralSlovenianairportandcargofacilityisAerodromLjubljanalocated25kmfromthecapital.ScheduledflightsoperatedbyseveralairlinescarrypassengerstoimportantEuropeandestinations.Theairportwasrecentlyrenovated,itsinfrastructureextendedandthecargoterminalmodernised.MariborAirportmostlyhandlescargotransportwhereasPortorožSloveniaiswellsituatedtoservethemarketsofCentral,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(Požar,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).中文译文电子物流：斯洛文尼亚运输物流集群的创建作者：爱勒丝·格诺尼克卢布尔雅那大学经济学院摘要为了提高竞争力，组织今天正在寻找创新的商业模式，以促进经济效益。在斯洛文尼亚，正在形成几个集群，其中包括斯洛文尼亚运输物流集群（STLC）作为最重要的集群之一。STLC目前处于动态增长阶段，要求商业模式的形成和足够的信息化。本文的主要目标是介绍STLC的信息化，缩小供应链管理（SCM）和电子物流之间的差距。STLC的信息化分几个阶段。第一阶段涉及组织现有业务流程的业务建模（AS-IS模型）。第一阶段的结果可以深入了解商业模式设置中未来使用的STLC。接下来，创建TO-BE流程，通过信息化实施和支持流程。信息化项目的结果表明，集群成员之间是同质且透明的业务活动。STLC信息化的目的是创建商业模式，规范业务流程，降低成本并提高业务绩效，缩短运营时间，支持资产管理及跟踪出货量。关键词：供应链管理，电子物流，集群，信息化，商业革新1引言全球化和全球供应下降导致的所有工业部门竞争加剧，迫使企业优化业务流程，采取新的方式实现兼并或合作关系，直接导致企业成本降低。通过这些战略联盟，正在形成新的管理战略，如集群，供应链管理（SCM），电子物流等。一些作者认为，物流“值得”GDP的10％至12％（Sahay，2003）。根据AMR的研究（Challenger，2001），电子物流有可能将成本削减10％。基于这两个参考文献，我们可以得出结论：电子物流可以节省我们的资金达GDP的1.2％。因此，在过去的几年中，惠普，康柏，数字设备公司，施乐公司，戴尔公司和贝纳通集团等高效公司的高级管理层一直赞成供应链和电子物流（罗马诺，2003）。有许多文献表明不仅企业之间的集群和网络的重要性，而且还包括价值链和各个行业。参与这些集群的网络是知识生成和传播，技术转让，共享风险和成本，允许企业获得新市场和机会以及最终在全球市场建立比较优势所不可或缺的。Porter（Porter，1990）将集群定义为互联公司，专业供应商，服务提供商，相关行业公司和相关机构的地理集中度。他提出了一个模型，为公司提供必须满足的条件，才能在国际竞争中取得成功。该模型着重于他在菱形图中安排的四个主要条件：要素条件，需求条件，企业结构，竞争以及相关和支持产业。钻石的“相关和支持行业”特征表明集群化对发展具有健康集群两个特征的国际竞争优势的重要性：通过具有国际竞争力的供应商行业的垂直支持，确保成本效益和快速交付;以及在具有国际竞争力的相关行业中存在横向支持，以协调和分享活动并刺激当地竞争。斯洛文尼亚卢布尔雅那大学经济学院商业信息学院正在开展斯洛文尼亚交通物流集群的业务流程改造，标准化和信息化？“。信息化为物流公司提供不仅更好的与客户和供应商的连接，而且还提高了绩效和更快的响应。为了达到适当的信息化水平，STLC必须投资现代信息技术。一个可能的解决方案是使用互联网的无成本政策，并在过去几年中将高安全性作为最合适的沟通渠道。对于所有的物流公司，都假设他们？控制其客户的全球物流链，因此取决于信息技术的成功实施，从而降低库存成本，更好地保留客户，管理资产等。2斯洛文尼亚的运输物流集群STLC的成立是为了与欧洲物流市场竞争。它是一个由12家公司和3个机构组成的协会：货运代理和航运代理，港口服务，生态和大学研究机构。目前，STLC内的运输物流服务供应商准备共同教育计划，市场演示，设备采购和完整的服务发展。STLC的愿景是为其成员创造全面的条件，使他们能够在斯洛文尼亚的交通路线之上，相对于中欧和东南欧市场提供全面的后勤支持。斯洛文尼亚由于2004年5月1日加入欧盟而面临更激烈的竞争，只有通过STLC相关公司之间的和谐合作，他们才能在欧洲市场取得成功。斯洛文尼亚拥有分销和物流中心的所有特点：在传统贸易和运输路线的交汇点处，地理位置处于偶然的地理位置-这是国际公司规划未来区域分布设置的首选地点。两个泛欧交通走廊（连接巴塞罗那和基辅的第五号，以及从萨尔茨堡到塞萨洛尼卡的第十号）在斯洛文尼亚首都卢布尔雅那相交。斯洛文尼亚公司在物流业务方面的出色业绩，加上现代化的运输基础设施，是针对客户需求定制的高质量和具有成本竞争力的服务的经过验证的配方。作为欧盟成员国，斯洛文尼亚是亚洲和欧盟制造商和贸易商通往设备齐全的物流中心的更快，更可靠的贸易路线的门户。航运到斯洛文尼亚唯一的货运港口-科佩尔港-意味着从亚洲抵达的船只比起航行到欧洲的北部港口要快7到10天。其海运吞吐量约为1500万吨。目前有11个现代化，设备齐全的码头专门从事各种货物，一般货物仓储设施和几个特殊仓库。4.7平方公里有特别优势。港口经济区拥有324,000平方米的面积。的有遮盖的仓库设施和略低于1​​00斯洛文尼亚的高速公路密度高于欧盟25国的平均水平，与邻国欧盟成员国和东南欧国家的联系同样良好。目前，维护良好的高速公路有500多公里，主干道有1050公里。延伸高速公路网络计划于2013年完工。随着铁路服务重新获得重视，该基础设施的现代化成为国家优先事项之一。货运量发达，而亚得里亚海和内陆中东欧国家之间的铁路提供了许多机会。东南欧的货运和客运服务在过去几年中有所扩大。国家铁路运营商斯洛文尼亚铁路公司（SŽ）经营客运和货运业务，拥有铁路基础设施，其中包括60,000平方米。的仓库空间。三个国际机场可通过航空方便地前往斯洛文尼亚。斯洛文尼亚中部的机场和货运设施位于首都25公里的AerodromLjubljana。由多家航空公司运营的定期航班将乘客运送至重要的欧洲目的地该机场最近进行了翻修，扩建了基础设施，