电子物流 外文翻译稿加原稿

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译文题目：电子物流：斯洛文尼亚运输物流集群信息化

外文题目： E—Logistics: Informatization Of Slovenian Transport

出 处： A Groznik, A Kovacic, B Zoric -Interfaces, 2004 作 者： Ale Groznik

译 文：

摘要

为了追求更高的竞争力，组织正在寻找创新的商业模式，以促进经济效益。

在斯洛文尼亚，一些集群正在形成，包括斯洛文尼亚运输物流产业集群（STLC）。

它作为一个最重要的集群，正处于蓬勃发展阶段，要求较高的商业模式的形成和

充分的信息化。本文的主要目标是当前STLC的信息化，来弥合供应链管理（SCM）

和电子物流之间的差距。STLC的信息化是通过以下几个阶段。第一阶段是企业

组织现有的业务流程建模（AS-IS模型）。第一阶段的结果给我们一个深入STLC

的观点，那就是它是用来建立未来商业模式的。下一步，TO- BE流程的创建，

要通过信息化的实施和支持。信息化项目的结果显示均质和透明的集群成员之间

的业务活动。STLC信息化的目的是商业模式的创建，标准化的业务流程，降低

成本，提高业务效率，降低运营时间，有效的资产管理和运输跟踪，这些都是经

济竞争力的基础。

1.简介

在所有的工业部门提高竞争力，全球化的激化和全球供应下降，迫使企业优

化其业务流程和使用新的方式兼并或伙伴关系的直接结果在于降低企业成本。这

些战略联盟，新的管理战略，形成集群和供应链管理（SCM），电子物流等一些作

者引用物流的“身价”10％至12％的GDP（Sahay，2003年）。据AMR研究

（Challenger， 2001年）表明，电子物流有降低10％的成本的潜力。基于此，

我们可以得出这样的结论：电子物流可以节省我们高达1.2%的GDP的花费。因

此，这并不奇怪，在过去的几年里，惠普、康柏、数字设备公司、施乐、戴尔和

贝纳通集团这些高效公司，顶尖的管理是有利的供应链，电子物流（Romano，2003

年）。

有一个文献的收集表明集群和网络的重要性，不仅在公司，也包括了整个价

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值链和产业。网络所固有的这些集群整体的知识创造和扩散，技术转移，分担风险和成本，使企业获得新的市场和机会，最后，在全球市场建立比较优势。

波特（Porter，1990）定义集群为相互关联的企业，专业化供应商，服务提供商，在相关行业的企业和相关机构的地理的集中。他提出了一个模型，并为该模型提供了条件，那就是要满足企业的国际竞争力和成功经营。该模型侧重于他安排在一个菱形图中的四个主要条件：要素条件，需求条件，企业和竞争结构，以及相关配套产业。“相关和配套产业的”钻石的功能表示了集群发展的国际竞争优势的重要性。它整合了一个健康的集群的两个特点：通过国际竞争力的供应商的行业，以确保成本效益和迅速交货的垂直支撑的存在；存在国际竞争力的相关产业的协调和共享活动的水平支撑，刺激本地的竞争。

在本文中，STLC信息化将通过项目建模，分析和改造，以及标准化和信息化的业务流程的斯洛文尼亚运输物流产业集群，这是由斯洛文尼亚卢布尔雅那大学商业信息学院经济学院提出的。随着信息化，物流公司不仅拥有与他们的客户和供应商有更好的连接，也拥有更好的性能和更快的反应。要实现适当的信息化水平，STLC必须在现代信息技术领域投资。一个可能的解决方案是利用互联网具有成本效益的优势，在过去几年中，高度的安全性使它作为最适当的沟通渠道。

对于所有的物流公司来说，它是假定他们控制了全球性的物流链的客户，因此，依赖于信息化技术成功实施，这导致库存成本的降低，能更好的留住客户和资产管理等。

2.对电子商务的商业改造

业务流程再造是20世纪90年代最受欢迎的流行术语，但在这十年它似乎又有了新的流行术语，那就是“商业模式再造”。 传统的“旧经济”企业迫切需要建立和重新评估其目前的业务模式并创建新的。因此，电子商务的举措有真正的战略使命：建立一个完全不同的商业模式即电子商务模式。它一般是指公司当前的业务模式向互联网经济适应。

电子商务代表学说认为，改变传统组织模式、业务流程、关系和运作模式较过去的20年已具有绝对的主导地位。电子商务的新学说，要求企业整合并以同步的战略和战术交付产品给客户的信息技术基础设施和服务来满足目标和流程的执行。在接下来的几年中，成功的企业将执行成功的电子商务来重组他们的组织、流程和技术基础设施。

业务流程再造（BPR）是将业务改造（BR）或业务流程改造及信息化的努力

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整合。更进一步的方法是不断改进流程（CPI）以提供充足的信息技术（IT）基础设施战略。工艺改造是一个重新设计战略，严格地审视企业当前的业务政策，做法和程序，通过反思它们，然后重新设计关键产品，流程及服务（Prasad，1999年）。

我们观察到，它正在采取起着重要作用的业务流程-创造新的需求，引致新产品开发及指挥新的程序。随着信息技术在组织中的全面实施，这些内部的变化也可能导致更广泛的产品、市场及社会作为一个整体转变（Chang，2000年）。IT在业务流程改造中起着至关重要的作用。应该指出，更高层次的程序自动化带来了或多或少的负面结果。即使这种行为所取得的成就是积极的，他们也会防止管理者看到运用信息重新设计业务流程和信息在基础设施中的作用的机会。业务流程应当先进行分析，以便找出它是否定义明确和充足，并准备实施新的信息技术。只有这样，提高质量，降低成本，缩短改造业务流程和活动的执行时间才能被预测。

随着互联网成为一个公司的信息系统的重要组成部分，它起到了作用。互联网使各种规模的企业发展新的在线的商业模式，这意味着公司经营和业务伙伴，客户和供应商互动的方式的改善与改变。公司正在寻求与他们的供应商更加深入和互动的途径，在新产品开发合作，整合关键业务流程和跨职能部门的信息共享上的一系列问题。互联网使完整的一体化跨组织流程在企业改造项目延伸业务创新的新战略选择上具有优势（如，电子物流），包括进程中的新的可能性（如订单输入，配送，网上支付），以及技术问题（如企业资源规划系统（ERP）一体化与供应链管理（SCM）等）。

3.供应链管理，物流配送，电子物流

随着信息知识和信息技术的发展，供应链管理和电子物流的关系越来越紧密。供应链管理的成功整合依赖于电子商务在物流领域的实施，我们称为电子物流。随后，这两个术语通过电子物流系统，利用现代信息技术对供应链管理和物流进行补充。

（1）供应链管理

在过去的几年，企业已逐渐意识到，他们的业务效率严重依赖于供应商以及与客户的合作和协调（Hieber，2002年）。为了提高自己的竞争力，他们精心地管理供应链。

供应链是通过原材料的阶段、供应、生产和给客户的产品的分配的过程，并

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按照顾客的需求提供相应的货品的移动和服务的过程流。所有组织都有不同程度的供应链，取决于组织和生产的产品类型大小。这些网络获得用品和部件，再将这些材料转变成成品，然后分发给客户。

管理的一连串事件是在这个过程被称为供应链管理。有效的管理必须考虑到在这条产业链中尽可能快地协调所有不同的部分，同时又不失去任何质量和顾客满意度，当然还要保持较低的成本。

（2）物流

奥斯卡·摩根斯坦提出了一个关于物流作为一门经济学科的起源的基本建议。摩根斯坦的理论的精髓在文章中是（摩根斯坦，1955年）：“物流活动为每个需要这些资产和服务的部门提供准确界定数量的资产，来满足他们的意图，使这些分支机构在现在或在将来更高的位置能维持在同一水平。”

物流作为一门科学直到第二次世界大战仅用于军事目的服务。第二次世界大战后，物流成为一个民用科学。在此之后，我们可以找到很多不同的定义。其中之一是库珀的定义（Cooper，1993年）：物流的意图是（顺序，数量，质量，空间和时间）进行货物运输需要，以补充业务流程。它的目的是为了从商品生产到销售到最终客户的过程中规划进程、执行和控制货物流向、仓储及管理，以满足顾客的消费需求。

（3）电子物流

由于电子商务在物流和供应链管理上的理解尚未完全的潜在影响，电子物流的全面性是很难界定的。一个可能的定义是电子物流仅仅意味着需要通过互联网向客户销售货物转移的过程（Auramo等，2001）。另更为复杂的方面是，电子物流是一个广泛话题涉及到供应链的整合，消除了中介机构的作用（如批发商或零售商），也促进了新的参与者的出现，其作用是为了适应传统的物流链，考虑到电子商务的要求。

如果我们看得更宽广一些，电子物流意味着在两个企业之间,企业与顾客之间，内部和外部的TLC（运输物流产业集群）在英特网上的电子商务。这整个电子商务的融合，以确保TLC从外面看起来就像一个公司，即便它是由许多公司组成的。如果我们想要在TCL里面的所有公司实现电子物流的理念，我们必须改造自己的业务流程。改造是通过物流过程和结果需要来实施电子物流的基础，它将显示增值链改善的过程。

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原稿：

Abstract

In 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. 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 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 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 performance; operational times decrease, asset management, and shipment tracing, which are the basics of economic competitiveness.

1. Introduction

Increased competitiveness in all industrial sectors, sharpened by globalization and the fall of global supply, is forcing companies towards the optimization of 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 “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 that in the last few years, in high effective companies as Hewlett-Packard, Compaq, Digital Equipment Corporation, Xerox, Dell and Benetton

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Group, top management is favorable to 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 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, 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 conditions 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 "Related 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 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 and 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 better 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, in last years, high security as the most appropriate communication channel.

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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 inventory costs, better customer retention, asset management, etc.

2. Business renovation toward e-business

Business-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 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 company s current business model 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 integrate 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 technology 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 adequate 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 observe 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 a whole

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(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 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. 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 companies 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 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 strategic 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-logistics

With 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 shown through the system of E-logistics, with which the use of modern information technology complements SCM and Logistics.

(1)Supply chain management

In the last years, companies have been increasingly realizing that the efficiency of their business is heavily dependent on the collaboration and co-ordination with their suppliers as well as with their customers (Hieber, 2002). In order to increase their competitiveness, they carefully manage the Supply Chain.

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A supply chain is the stream of processes of moving goods and services from the customer order through the raw materials stage, supply, production, 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 distribute 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 still keeping costs down.

(2)Logistics

Oscar Morgenstern implemented a basic suggestion for the origin of logistics as a science discipline in the economy. The essence of Morgenstern s theory in the article 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.”

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 Cooper s definition (Cooper, 1993): the intention of logistics is to (at order, quantity, quality, space and time) carry out the transportation of goods for needs to supplement business processes. It is meant for planning processes, execution and controlling flow of goods, warehousing and also managing information from the production of goods to selling them to the final customer with the intention to fulfill customer delight.

(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 not yet fully understood. One possible definition is that E-logistics simply mean processes necessary to transfer the goods sold over the Internet to the customers (Auramo et al., 2001). Another more sophisticated aspect is that E-logistics are a wide-ranging topic related to supply chain integration that has the effect of eliminating intermediaries (such as wholesalers or retailers) and also fosters the emergence of new players like logisticians, whose role is to adapt traditional logistics chains to take into account the

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requirements of e-business.

If we look wider, E-logistics mean doing e-business inside of the 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 the TLC from outside looks like one company, even though it is composed of many. If we want to implement E-logistic philosophy in all companies inside the TLC, we must renovate their business processes. Renovated processes are the basis for implementing E-logistics through logistic processes and necessary for the results that will show improvement through the added value chain.

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