电子物流与物流集群外文文献翻译.doc

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：Groznik A。 E-logistics: slovenian transport logistics cluster creation[J］。 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， Faculty of Economics
Abstract
In the pursuit of enhanced competitiveness 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 important。 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 informatisation 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 created 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’s informatisation are to create a business model, standardise business processes， 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 industrial 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, such as clusters， supply chain management (SCM）， e—logistics etc. Some authors suggest that logistics are ‘worth’ 10％ 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—logistics 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—logistics （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, sharing risks and costs， allowing firms to access new 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 industries, 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, structures of firms and rivalry and related and supporting industries。 The ‘Related and Supporting Industries’ feature 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 through 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 Informatising?” of Business Processes of 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 customers 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 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 management 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， transportationlogistics service suppliers within the STLC prepare common education programmes, market presentations， equipment acquisitions and complete service developments。 The STLC’s vision is to create comprehensive conditions for its members that enable them to offer full logistical support above 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 associated in the STLC 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 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 infrastructure 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 Slovenia’s only cargo port – the Port of Koper – means gaining 7 to 10 days for ships arriving from Asia compared to sailing to Europe's northern ports. Its total maritime throughput is about 15 million tonnes。 There are currently 11 modern, fully equipped terminals specialising in various types of goods, storage faculties for general cargo and several special warehouses. Special advantages are available in the 4.7 sq. km. of the port’s economic 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 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 service 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 Europe have expanded in the last few years。 The national rail operator Slovenian Railways (SŽ) 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 Slovenian 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 Airport mostly handles cargo transport whereas Portorož 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， Slovenian 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 Management， 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 competitiveness they carefully manage the supply chain。 A supply chain is the stream of processes involved 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 degrees 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 management. 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， warehouses and financial operators。 An orderer no longer looks for the cheapest transportation but the cheapest transport 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 TLC 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 stems from Oscar Morgenstern。 The essence of Morgenstern’s theory is (Morgenstern, 1955）: ‘Logistics activity offers exactly defined quantities of assets and serves 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。 This 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 then 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 processes, 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 survey 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 (Požar, 2002a）。 The research shows there is much cost—saving potential in logistics processes and a possible step is to consider logistics as part of 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 consumption 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 the 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 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 and 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。 Renovated processes are the basis for implementing e-logistics through logistical processes and 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 information 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 motivated by technological solutions that enable an SC change and the abundance of data an SC has to manage in order to manage operations effectively。 IT is most commonly viewed as a support func