Untitled - Ministerstwo Rozwoju Regionalnego

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concepts of optimization and back-end planning become of greater importance in relation to previous emphasis which more traditional solutions placed on the front-end of supply chain. The concept is illustrated in Fig. 35. Such change of approach allows for increasing the level of ROI in relation to what has been the experience so far. The differences between traditional approach to logistics and the one employing IT platforms are presented in Table 23. Suppliers Producers Front-end = traditional model Company INTRANET Table 23. Differences between traditional logistics and e-logistics Traditional logistics E-logistics Distribution model Push Pull Customer Strategic or a few key ones Wider customer base Demand Predictable, stable, may be erratic Dispersed Cycle period Weekly/ multidaily Daily, hourly Shipment type Wholesale Small batches Deliveries Concentrated Dispersed, greater distances Supplementation Planned In real time Responsibility Single link Through entire supply chain Customer service Fixed standards Flexible Source: own work based on: Buck Consultants International, 2006. Back-end = e-business model Clients Distributors EXTRANET Fig. 35. Traditional business vs. e-business Source: Buck Consultants International, 2006 (after:) E Naporowska, Warunki rozwoju e-fulfilment, unpublished work on e-logistics (ed.: H.Brdulak), Warsaw 2007. The novel business model created on the foundation of IT platforms may cause development of a new business group of Value Chain Integrators (VCI), who building on their high IT competence will through the use of the right software increase the value of order processing services they provide. Among competitors and at the same time suppliers of logistic companies IT firms will appear which will be well versed in understanding supply chain processes, providing the competence necessary for their improvement. Simultaneously, IT teams operating within logistics companies will increase their capabilities through deeper knowledge of business processes, offering customers additional service in value 181
uilding. The competitive advantage of VCI companies in the virtual market will stem from providing services based on a high level of smoothly coordinated operations within supply chain/network, since the biggest economic value lies in the part of the supply chain/network covering the customer. If we take a look at today's customer expectations regarding time and reliability (quick and loss-free delivery, short order completion time, instant product availability and cost information, order status reports in real time, prompt reaction to order changes), we can assume that they can be satisfied only through increased IT saturation of traditional services, which leads to the already mentioned business model change. Among e-business orientated companies, the share of IT driven activity is on a dynamic increase – starting with electronic order, on-line payment, tracking of shipment and possible divergences during order processing, confirmation of delivery, as well as tracking returns and responding to complaints or generating reports. Since customer quality service expectations are much higher than in the case of traditional services, it is essential to secure customer's trust through high level of reliability, as well as safety during the entire supply chain. Another area requiring special attention from the VCI point of view is connected with the process approach. As has already been demonstrated, in many cases IT integration is associated with the actual linking of operator and customer operating systems (e.g. when the software applies to the operations of sales, financial or logistics team), since in order to achieve optimum benefit it is necessary to connect and integrate respective processes. Such applications are known as end-to-end (connection of front-end, applications - supplier relations with back-end applications – customer relations). So far, relatively few companies are equipped with applications covering order processing in its entirety. Among the ones that are we can find UPS, FedEx, DHL, TNT, Amazon or Dell. It can also be noticed that relatively many firms (over 25%) decide to outsource the above applications, although the tendency has dropped in relation to the period of 2000-2005. In my view, this is connected with the increasing significance of IT (understood as a defined system and not just a tool) and the ensuing business model change previously described. Increasingly often, IT systems do not function separately, as tools only, but are closely integrated with processes. As a result, they become company's core business, and there appears a growing interest in having IT teams inside the company (as strategic resources). The method of organizing these teams and their size are separate issues. It is possible that their structure should change with outsourcing of certain basic tasks. In the context of the above solutions, it is worth noting that information technologies include both methods, as well as tools allowing for information interchange - the fundamentals of IT. Consequently, the human factor in the approach to these tools is of critical importance. Therefore, currently used IT systems should be highly correlated to company management structures. Hence, it 182
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Contents FOREWORD (Jan Burnewicz)..
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9.4. Security of information.......
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20.3. Factors stimulating the devel
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great and has brought measurable ef
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The theory of innovation was introd
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According to Robert U. Ayres, who p
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tions may be of technological, orga
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1.2. Innovation features Innovation
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The sources of innovation embrace a
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Table 2. Innovation processes model
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of techniques. Strategic integratio
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32. Sudo³ S., Przedsiêbiorstwo pr
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land, attempts were made in the ear
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English 9 . As can be seen, the phr
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The European Union, being an area o
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tives of member states and associat
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- a direct result of research which
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is, in particular, the response to
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2.6. Bibliography 1. Blaug M., Teor
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stems from the economic policy 3 ,
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according to the linear innovation
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- the shaping and consolidation of
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Treaty of Amsterdam (“Research an
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Unfortunately, the first period of
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and technical subjects in several a
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Fig. 5), where growing competitiven
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Table 8. Innovation performance of
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0,700 0,600 0,500 0,400 0,300 0,200
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3.3. Polish innovation policy In Po
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lopment in the future, e.g. Turkey,
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1989 1990 1991 1992 1993 1994 1995
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- 6.4 billion euro to be provided b
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knowledge-based economy is the only
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- arising during business activity,
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- the use of advanced methods and t
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Chapter 4 A STUDY OF INNOVATIVE TRE
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In more recent centuries, though, t
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economic development. In this diagn
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placing private car use with public
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The prime module of modern transpor
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cialisation. 33 What this notion ac
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era in technology, but had no comme
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ecome a matter of honour for major
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Fig. 14. A Toyota FT-EV at Detroit
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Fuel Cell Vehicles - FCV) 75 are a
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94 - Toyota FCHV 81 is another of T
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- Daimler Mercedes-Benz Citaro fuel
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ange. The popularity of hybrid pass
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X2000 116 , the Finnish S220 117 ,
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•Commercial Turboprop Service •
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dards 138 . Intense activity can al
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- new technologies of winter inland
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Fig.18.Vélib-abicycle rental syste
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tional and EU authorities as well a
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National Highway Research Laborator
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innovation in terms of rail shape a
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Infrastructural innovations aim at
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14. Konings R., ThijsR., Foldable C
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tainable competitive advantage in t
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ten years. Technological innovation
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ticians, researchers and practition
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show that it is the time of respons
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gies were gaining more importance i
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Page 133 and 134: sary for company management and for
Page 135 and 136: - Electronic Data Interchange (EDI)
Page 137 and 138: effective solution of logistic task
Page 139 and 140: - thermostat warehouse. Automation
Page 141 and 142: assess the productivity of the rend
Page 143 and 144: 15. Follow the leaders. Scoring hig
Page 145 and 146: Chapter 6 NEW-GENERATION TRANSPORT
Page 147 and 148: 1. The Panama Canal bridge 2. The B
Page 149 and 150: Among intercontinental crossings is
Page 151 and 152: Each human action has an effect on
Page 153 and 154: monious effect remains ingrained de
Page 155 and 156: Regrettably, the project was not co
Page 157 and 158: 6.7. Bibliography 1. Brown D. J., M
Page 159 and 160: The purpose of this chapter is not
Page 161 and 162: 7 8 9 10 11 12 Improving road safet
Page 163 and 164: Table 20. Satellite navigation in t
Page 165 and 166: predict a traffic jam on a specific
Page 167 and 168: of rail tracks, inspections and tes
Page 169 and 170: 9. Roads. Galileo Application Sheet
Page 171 and 172: transport modes, infrastructure and
Page 173 and 174: - plan the routes and optimize park
Page 175 and 176: ies. In modern logistics systems, t
Page 177 and 178: Fig. 33. Option II of vehicle route
Page 179 and 180: Optimization of route selection dep
Page 181: Chapter 9 NEW INFORMATION TECHNOLOG
Page 185 and 186: - systems for planning and optimiza
Page 187 and 188: and consist of defining information
Page 189 and 190: 2. Naporowska E., Warunki rozwoju e
Page 191 and 192: 10.2. Factors causing changes in ur
Page 193 and 194: 10.3. Model description of modern u
Page 195 and 196: The French urban transport organiza
Page 197 and 198: petitiveness of urban transport wit
Page 199 and 200: a system of rewards and penalties b
Page 201 and 202: sales of tickets received on the ba
Page 203 and 204: Chapter 11 SUSTAINABLE URBAN MOBILI
Page 205 and 206: einstate the proper role of environ
Page 207 and 208: European cities had already been af
Page 209 and 210: limiting car use, especially in cit
Page 211 and 212: - support instruments for measures
Page 213 and 214: City-wide Campaigns Innovative dema
Page 215 and 216: ture, of consistent cycle-promoting
Page 217 and 218: should be treated preferentially in
Page 219 and 220: is that the bicycle is quite simply
Page 221 and 222: Fig. 40. Comparison of various tran
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Page 227 and 228: Table 30. Comparison of percentage
Page 229 and 230: 12.8. Bibliography 1. Cycling: the
Page 231 and 232: and using nuclear, solar, water or
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methods of performance enhancement
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Table 31. Timeline of Euro standard
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10. Smalko Z., Sznytko J., Kierunki
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Transport activity, a complementary
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sis for making them more dynamic. I
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The literature of the subject menti
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specific nature of new markets and
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In this context, the operation of T
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Chapter 15 FACTORS INFLUENCING MODA
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- to improve the understanding of u
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The fiscal function of the charges
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15.3. Examples of How Differentiate
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- increasing the accepted weight of
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Still, from a technological viewpoi
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At last, one notices that the natur
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operation it results from, whereas
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16.6. New qualitative preference of
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The importance of quality of servic
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Chapter 17 TRENDS IN WORLD SHIPPING
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17.2. World seaborne trade and the
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Table 37. World fleet size in the 1
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day in 2011, compared with 83.3 mil
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hicles at the end of 2005 to 168 ca
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ate of BSR countries is higher than
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In the BSR, as well as the entire E
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2005, the volume of cargo handled i
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Among the trends of the EU transpor
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enlarge loading capacity at minimum
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18.5. Port business diversification
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18.6. Relations with port cities, r
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Chapter 19 MODERN ENVIRONMENTAL MAN
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Green Paper on the Impact of Transp
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- new tasks have appeared in connec
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this area resulted in the Greening
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activities aimed at separating dema
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It is also worth noting that energy
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Table 41. The most likely growth sc
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Table 42. Towards sustainable trans
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such. The use of the existing infra
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Chapter 20 DEVELOPEMNT OF INTERNATI
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tional logistics strengthened, and
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Paradoxically, we can say that the
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their financial resources (by 2008)
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At present, there are 15 Euroregion
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4) international financial relation
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Where: F= number of trips between t
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6. Logistyka w internacjonalizacjio
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prastructure and logistics services
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In the 1980s, more factors appeared
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which plans to cover the whole coun
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and Eastern Europe, it is only a lo
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to open for market economy. It led
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used and where the full range of co
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of intralogistics (see Fig. 68). Th
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sulting in the creation of new of s
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changes refers mainly to these sect
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costs. Because of the “bypassing
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5. Bogaschewsky R., Globale Beschaf
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this theory, a natural course of de
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On the other hand, the company’s
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a basis, particularly the evaluatio
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The ‘list of risks’ method cons
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the success of this risk descriptio
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It must be stressed that what is at
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Partial formalization in the proces
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etween those types of investments c
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other sectors of the economy. Such
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Comparative analysis of innovative
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on presenting periodical payment in
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time) of a new solution that has no
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12. Pietrzyka B., Klasyfikacja prze
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activities more attractive (quads 1
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interdisciplinary, although individ
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tem and modal deficiencies of conte
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Hydrogen propulsion is becoming ano
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can be regarded as the most importa
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lift-sharing, also called car-pooli
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A large group of technologies, give
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Every human activity has an impact
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The most useful function of road ca
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a growing number of inhabitants liv
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nation-wide promotional campaigns a
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As for innovations aimed at using a
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of freight on a given route, shapin
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and development of ports as land-se
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of economy: they are high in consum
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than potential profits the innovati
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PODSUMOWANIE I WNIOSKI (Jan Burnewi
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nia od podstaw w wybranych regionac
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ski. Strategicznym (nadrzêdnym) ce
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struktorów samochodów elektryczny
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opracowan¹ z myœl¹ o ograniczeni
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acji lotniska i l¹dowiska. Wœród
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w¹tpliwych efektów wdra¿ania now
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œwiecie koncepcji i nowych rozwi¹
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nologie budownictwa infrastruktural
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TEN wpisany zosta³ projekt europej
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staw/ w ramach sieci dostaw (certyf
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nych), takich jak wprowadzanie ró
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obytu ludzie staj¹ siê coraz bard
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Trzy pierwsze typy procesów innowa
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który musi opracowywaæ nowatorski
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Przemiany technologiczne i innowacy
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ne uwidoczni³a siê ju¿ pod konie
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nia logistycznego, • stosowanie f
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Formalizacja oceny ryzyka w innowac
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List of tables Table 1. Innovation
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Table 50. Time horizon of risk fact
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Fig. 24. Strategic crossings within
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About Authors El¿bieta Adamowicz:
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Michel Savy: Professor in the Unive
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