Untitled - Ministerstwo Rozwoju Regionalnego

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Old school New school Treating supply chain as a cost centre Concentration on ih-house control and reduction of costs Recognizing in-house efficiency as extraordinary cases “Lean resources as a goal in itself” Fig. 69. Changes in strategic construction of supply chains Source; H.Ch. Pfohl; CEE – Expansion des…op. cit. p. 12. % of companies that expect decrease of logistics costs in the next 5 years 24 22 25 19 13 Transport Transport packaging Warehousing Stocks Administration Using supply chain to boost revenue, increase market share, develop competitive advantages Using opportunities to create new types of value creation Investment in very special resources Developing a clear business model Using new resources to enhance customer relations % of companies that expect increase of logistics costs in the next 5 years Fig. 70. The polled experts expect a general increase in logistics costs in the future Source; H.Ch. Pfohl; CEE – Expansion des Einzelhandels – Die logistische Herausforderung. Wien, 21 November 2006, p. 15. 46 54 52 51 66 341
changes refers mainly to these sectors of industry in which the share of logistics costs in the volume of market turnover is high. In the case of the engineering industry it is 7.5%, in consumer goods production and in the media – 6.3%, whereas it is relatively small in pharmaceutical industry – 2.5% 26 . The strategies implemented by companies are to prevent the growing complexity and increase of logistics costs. Segmentation of supply chains by differentiating them depending on customer requirements, defining service levels and acceptable cost level are certainly significant activities in this respect. Such differentiation of logistics is currently practiced by ca 50% of European companies. Thanks to individualization of supply chains they can, on average, reduce logistics costs to 15%, and flow times even by 22% 27 . Further, not fully used potential of savings is connected with optimization of cooperation activities between suppliers and customers through effective use of information technologies. Thanks to this, every fourth company improved timeliness of supplies from 91.5% to 95% in recent years, and the share of error-free supplies (that is completeness) – from 97 to 98.5%. Optimization of the entire value creation chain and making the partners fully participate in the process of enhancing “end to end” competences is a key issue. In connection with the growing scope of outsourcing, companies expect that suppliers will be improving and changing the scope of their competences and quality standards. Only the companies that in the environment of diversified offers of customer service give the highest priority to customer preferences will be able to implement the necessary diversification of supply chains. Flexibility and integration with customers and suppliers are an effective solution in optimization of supply chains. It leads, however, to a qualitatively new situation, when growing customer requirements in many cases of organizing such chains will increase the share of the processes that create new value, which in the long run will cause an increase in logistics costs (see Fig. 71 and Fig. 72) The previously presented production relocation to the countries of our region (Poland, Czech Republic, Slovakia, Hungary) also cause significant changes in logistics costs. Some authors are of the opinion that they can even double in the case of auto parts and subassemblies production 28 . The problem of quality and productivity caused by insufficient qualifications of the workforce appears in particular at the initial stage of production. Further problems are caused by very strong links with the parent company, when all the production orders are coordinated and reviewed by the head office. To provide for the safety of supplies, the parent company maintains bigger buffer stock, which, together with higher transport costs and longer flow times, “eat up” the benefits of low labour 26 Ibidem. 27 Ibidem. 28 Cf.: A. Karius, Unterschaetzte Logistikkosten [W;] Produktion. Die Wirtschaftszeitung fuer die deutsche Industrie. 1 September 2005, No. 35. 342
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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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chain at a strategic level and focu
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sary for company management and for
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- Electronic Data Interchange (EDI)
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effective solution of logistic task
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- thermostat warehouse. Automation
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assess the productivity of the rend
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15. Follow the leaders. Scoring hig
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Chapter 6 NEW-GENERATION TRANSPORT
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1. The Panama Canal bridge 2. The B
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Among intercontinental crossings is
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Each human action has an effect on
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monious effect remains ingrained de
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Regrettably, the project was not co
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6.7. Bibliography 1. Brown D. J., M
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The purpose of this chapter is not
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7 8 9 10 11 12 Improving road safet
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Table 20. Satellite navigation in t
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predict a traffic jam on a specific
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of rail tracks, inspections and tes
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9. Roads. Galileo Application Sheet
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transport modes, infrastructure and
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- plan the routes and optimize park
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ies. In modern logistics systems, t
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Fig. 33. Option II of vehicle route
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Optimization of route selection dep
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Chapter 9 NEW INFORMATION TECHNOLOG
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uilding. The competitive advantage
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- systems for planning and optimiza
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and consist of defining information
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2. Naporowska E., Warunki rozwoju e
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10.2. Factors causing changes in ur
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10.3. Model description of modern u
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The French urban transport organiza
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petitiveness of urban transport wit
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a system of rewards and penalties b
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sales of tickets received on the ba
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Chapter 11 SUSTAINABLE URBAN MOBILI
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einstate the proper role of environ
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European cities had already been af
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limiting car use, especially in cit
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- support instruments for measures
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City-wide Campaigns Innovative dema
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ture, of consistent cycle-promoting
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should be treated preferentially in
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is that the bicycle is quite simply
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Fig. 40. Comparison of various tran
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struggle with inappropriate pavemen
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Bicycle racks Other amenities They
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Table 30. Comparison of percentage
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12.8. Bibliography 1. Cycling: the
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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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Page 293 and 294: Chapter 19 MODERN ENVIRONMENTAL MAN
Page 295 and 296: Green Paper on the Impact of Transp
Page 297 and 298: - new tasks have appeared in connec
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Page 301 and 302: activities aimed at separating dema
Page 303 and 304: It is also worth noting that energy
Page 305 and 306: Table 41. The most likely growth sc
Page 307 and 308: Table 42. Towards sustainable trans
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Page 311 and 312: Chapter 20 DEVELOPEMNT OF INTERNATI
Page 313 and 314: tional logistics strengthened, and
Page 315 and 316: Paradoxically, we can say that the
Page 317 and 318: their financial resources (by 2008)
Page 319 and 320: At present, there are 15 Euroregion
Page 321 and 322: 4) international financial relation
Page 323 and 324: Where: F= number of trips between t
Page 325 and 326: 6. Logistyka w internacjonalizacjio
Page 327 and 328: prastructure and logistics services
Page 329 and 330: In the 1980s, more factors appeared
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Page 337 and 338: used and where the full range of co
Page 339 and 340: of intralogistics (see Fig. 68). Th
Page 341: sulting in the creation of new of s
Page 345 and 346: costs. Because of the “bypassing
Page 347 and 348: 5. Bogaschewsky R., Globale Beschaf
Page 349 and 350: this theory, a natural course of de
Page 351 and 352: On the other hand, the company’s
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Page 355 and 356: The ‘list of risks’ method cons
Page 357 and 358: the success of this risk descriptio
Page 359 and 360: It must be stressed that what is at
Page 361 and 362: Partial formalization in the proces
Page 363 and 364: etween those types of investments c
Page 365 and 366: other sectors of the economy. Such
Page 367 and 368: Comparative analysis of innovative
Page 369 and 370: on presenting periodical payment in
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Page 373 and 374: 12. Pietrzyka B., Klasyfikacja prze
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Page 377 and 378: interdisciplinary, although individ
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Page 381 and 382: Hydrogen propulsion is becoming ano
Page 383 and 384: can be regarded as the most importa
Page 385 and 386: lift-sharing, also called car-pooli
Page 387 and 388: A large group of technologies, give
Page 389 and 390: Every human activity has an impact
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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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