E-LOGISTICS: INFORMATIZATION OF SLOVENIAN

TRANSPORT LOGISTICS CLUSTER

Aleš Groznik*

Received: 31. 08. 2004. Professional paper

Accepted: 10. 09. 2004. UDC 0078:65J (497.4)

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

*
Aleš Groznik, assistant professor, University of Ljubljana, Faculty of Economics, Department of
Information Sciences, Kardeljeva ploščad 17, SI-1000 Ljubljana, Slovenia, E-mail:
ales.groznik@uni-lj.si

93
Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

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
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

94
 Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

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.

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.

1.1. 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).

In this paper, business renovation is presented as the highest level of

strategy for managing change toward e-business that commonly cannot be
handled by continuous improvement and reengineering methods or
organizational restructuring. BR argues for a balanced approach in which we

95
Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

attempt to manage realistic changes rather than always seeking radical change.
For a thorough and effective renovation, organizations should combine radical
shift (BPR) with those that permanently increase business efficiency and
effectiveness (CPI).

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 (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.).

2. 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-

96
 Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

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.

2.1. 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.

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.

According to Chopra and Meindl (Chopra and Meindl, 2001), a supply

chain consists of all stages involved, directly or indirectly, in fulfilling a
customer request. A supply chain not only includes the manufacturer and
suppliers but also transporters, warehouses, retailers, and customers themselves.
Within each organization, such as a manufacturer, the supply chain includes all
functions involved in filling a customer request. These functions include, but
are not limited to, new product development, marketing, operations,
distribution, finance, and customer service. Furthermore, supply chain
management is to design, maintain, and operate supply chain processes for the
satisfaction of end user needs.

The TLC supply chain is organized through transporters, transport

organizers, warehouses, and financial operators. An order in itself does not look
for the cheapest transportation anymore but rather the cheapest transport option
seeks for the chance to execute an order. Integration of SCM philosophy in
logistic processes is naturally calling for an advanced information system that

97
Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

will connect all companies involved in TLC and will serve them appropriate
information needed for bidding and, from the customer aspect, allow them to
electronically order logistic services.

2.2. 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. 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.”

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.

Logistics costs have an important influence on pricing a product. This was

shown in a survey where 200 European companies participated. The results
were that logistics costs are between 7.7% and 22% of the final price of
products (Požar, 2002a). This research shows that there is much cost saving
reserve in logistic processes and one of the potential moves is to consider
logistics as part of the Supply Chain. Thus, we can easily lean on the next
definition: logistics is the 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).

2.3. 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

98
 Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

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 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.
Figure 1 shows how the supply chain and logistics, with appropriate
information, fulfill customers. To run appropriate information flow from
customers to suppliers, among suppliers and among customers, the TLC needed
all the data on-line with E-logistics.

supply chain

logistic

suppliers management customers

TLC

information

Figure 1. Structure of TLC

99
Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

2.4. Business model of STLC

Slovenian Transport Logistics Cluster (STLC) was formed to compete with

the European logistic market. STLC is an association of 12 companies and 3
institutions: freight forwarding and shipping agencies, port services, and
ecological and university research institutions. Currently, inside the STLC,
transportation-logistics service suppliers assemble joint educational programs,
market presentations, equipment acquisitions and complete service
developments. The STLC vision is to create complete conditions for its
members that will enable them to offer a full logistic support above and beyond
the Slovene transportation route, towards the southern markets of central and
southeastern Europe. With entrance into the European Union (May 2004),
Slovenia is faced with higher competitiveness and only with homogenic
cooperation between companies associated in the STLC can they succeed in the
European market. A business model determines business rules that everyone
must be able to follow. In our case, these rules must be followed by STLC
members who are: Viator & Vektor d.d., Intereuropa d.d., BTC d.d., Slovenske
Železnice d.d., Luka Koper d.d., and Fersped d.d.

A business model is an abstraction of a business that shows how business

components are related to each other and how they operate. Its ultimate purpose
is to provide a clear picture of the enterprise’s current state and to determine its
vision for the future. It also shows a system that from one side enables
implementation of the business processes in terms of providing added values or
goods to clients or users, and from another side assures different users on
different levels inside the company optimal quantity of information and
instructions needed for carrying out individual procedures or working processes
and activities and from the third side gives stakeholders assurance of capital
stability and capital profitability (Kovačič, 1998).

To build the STLC business model, we must determine the AS-IS model,
which shows the present business processes of all STLC members. Many
different methods and techniques can be used for modeling business processes
in order to give an understanding of possible scenarios for improvement (Ould,
1995). IDEF0, IDEF3, Petri Nets, System Dynamics, Knowledge-based
Techniques, Activity Based Costing and Discrete-Event Simulation are only
some examples of business process modeling techniques widely used (Eatock et
al., 2000).

As noted by Hommes and van Reijswound, 2000, the increasing popularity

of business process modeling results in a rapidly growing number of modeling

100
 Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

techniques and tools. However, the majority of simulation software implements

a model using the discrete-event method. In Kettinger et al., 1997, an empirical
review was made of existing methodologies, tools, and techniques for business
process change. The authors also developed a reference framework to assist the
positioning of tools and techniques that help in re-engineering strategy, people,
management, structure, and the technology dimensions of business processes.
However, relevance is far more important than completeness (Davenport,
Prusak, 1998) and simple models are far more understandable for non-
specialists.

Process modeling tools must be capable of showing interconnections

between the activities and conducting a decomposition of the processes. These
tools must help users to conduct “what-if” analyses and to identify and map no-
value steps, costs, and process performances (bottleneck analysis). They should
be able to develop AS-IS and TO-BE models of business processes, which
represent both existing and alternative processes. They must be validated and
tested before implementation. They can be used to predict characteristics that
cannot be directly measured, and can also predict economic and performance
data that would otherwise be too expensive or impossible to acquire.

For the purpose of the project, we used the Flowchart technique with
Optima! tool. Figure 2 shows components of a business process.

Direction
Start of the
Activity
process
Department

No
Decision or End of the
distribution process

Yes

Figure 2. Symbols used in Optima! tool

If we look at the AS-IS model (Figure 3) of Viator & Vektor d.d. as a

member of STLC, we can notice five general processes: Order Acceptance,
Organization of transportation, Realization of transportation, Forwarding and
Warehousing.

101
Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

Viator &
Vektor

Order
acceptance

Viator &
Vektor

Organization
Forwarding W arehousing
of
transportation

Realization of
transportation

Figure 3. General processes at Viator & Vektor d.d.

Organization of transport (Figure 4) furthermore consists of Organization

of transport with one’s own transportation, Organization of transport with the
transportation of STLC members and Organization of transport with outsourced
transportation. Other members of STLC have a similar structure of general
business processes.

Figure 4. Subprocess of organization of transport

102
 Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

Organization of transport at Viator & Vektor d.d. (Figure 4) is consisted of

three different processes for the same task. Processes presented in Figure 3 and
Figure 4 for Viator & Vektor are executed also in other organizations in STLC.
The main problem is that those processes are executed in a different way in
each organization. The main goal of the project is straightforward -
standardization and renovation of existing processes.

Organizations that are involved in STLC differ on the effectiveness of

different processes from order acceptance to realization of transport. In STLC,
we must consider if the specialization of organizations is better than the
generalization of them. Whatever decision STLC will make, it should be
properly backed up with an analysis of the business model and organizational
changes, execution times, and business processes changes.

3. CONCLUSION

The goal of our project is business model creation, process renovation,

examination and reengineering of current business policies procedures and
activities. We believe the new paradigm can be embraced only by:
 Creating an environment of technology, enlightenment and receptivity;
 Treating this as a holistic organizational transformation, not a technical
issue;
 Challenger core assumptions and value propositions;
 Proactively establishing a distinctive Internet presence.

With this case, it has confirmed that the analysis and carefully used
simulation of business processes is useful since it provides insight into the
policies, practices, procedures, organizations, process flows and consequently
shifts people's minds from functional to process organization.

Project Modeling, Analyzing and Renovation, Standardization and

Informatization of business processes of the Slovenian Transport Logistics
Cluster are in the first phase of generating an AS-IS model. The next step will
be renovation of the AS-IS model and creation of an appropriate TO-BE model
on which the business model will be built.

REFERENCES

1. Auramo J., Aminoff A., Punakivi M.: Research agenda for e-business
logistics on professional opinions: International Journal of Physical
Distribution & Logistics Management; 2002; 32, 7; ANI/INFORM Global

103
Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

2. Challenger C.: E-Logistics and E-Transportation Log Into the Chemical

Space: Chemical Market Reporter; Nov 19, 2001; 260, 19; ABI/INFORM
Global
3. Chang S. L., (2000), “Information technology in business processes”,
Business Process Management, Vol. 6, No. 3, pp. 224 - 237
4. Chopra S., Meindl P.: Supply Chain Management: Strategy, Planning and
Operation: 2001. 449 p.
5. Cooper J.: Strategy Planning in Logistics and Transportation. The Cranfield
Management Research Series; London: 1993. 261 p.
6. Davenport, T. H. and Prusak, L.: Working Knowledge, Harvard Business
School Press, Boston, 1998.
7. Eatock, J., Giaglis, G.M., Paul, R.J., and Serrano, A.: "The Implications of
Information Technology Infrastructure Capabilities for Business Process
Change Success". In: Henderson, P. (Ed.), Systems Engineering for
Business Process Change. Springer-Verlag, London, pp. 127-137, 2000.
8. Hieber R.: Supply chain management: a collaborative performance
measurement approach, VDF Zurich, 2002
9. Hommes, B.-J., Reijswoud, V.: "Assessing the Quality of Business Process
Modeling Techniques". 33rd Hawaii International Conference on System
Sciences, Vol. 1, January 4-7, 2000, Maui, Hawaii.
10. James B. A: Handbook of Supply Chain Management, The St. Lucie
Press/APICS Series on Resource Management, 2001
11. Kettinger, W.J., Teng, J.T.C., and Guha, S.: "Business process change: a
study of methodologies, techniques, and tools", MIS Quarterly, 21: (1),
1997, pp. 55-80.
12. Kovačič A.: Informatizacija poslovanja, Ekonomska fakulteta, Ljubljana
1998, p. 215, ISBN 961-6273-38-8.
13. Ould, M.A.: Business Processes: Modelling and Analysis for Re-
engineering and Improvement, John Wiley & Sons, New York [etc.], 1995.
14. Porter M. E.: On Competition. Boston: Harvard Business School Press,
1990. 496 p.
15. Pozar D: Posvetovanje notranja in zunanja logistika podjetja v logistični
verigi; Ekonomsko poslovna fakulteta Maribor, Inštitut za transport in
logistiko, 2002
16. Prasad, B., (1999), Hybrid re-engineering strategies for process
improvement, Business Process Management Journal, Volume 5, No. 2, pp.
178 - 197
17. Romano P.: Co-ordination and integration mechanisms to manage logistics
processes across supply networks: Journal of Electrical Management
Engineering, 14 February 2003

104
 Management, Vol. 10, 2005, 1, pp. 93-105
A. Groznik: E-logistics: Informatization of slovenian transport logistics cluster

18. Sahay B. S.: Making Supply Chain Integration A Reality, [URL:

http://www.logisticsfocus.com/articles/article.asp], December 2003
19. Slovenski Transportno Logistični Grozd [URL: http://www.giz-tlg.si],
December 2003

INFORMATIZACIJA SLOVENSKOG TRANSPORTNO-LOGISTIČKOG

KLASTERA

Sažetak

U potrazi za višom konkurentnošću, organizacije traže inovativne poslovne modele,

kako bi postigle ekonomsku prednost. S tim je ciljem u Sloveniji formirano nekoliko
klastera, uključujući Slovenski klaster transportne logistike (STLC) kao jedan od
najvažnijih. Trenutno STLC je u fazi dinamičkog rasta, zahtijeva formiranje poslovnih
modela i adekvatnu informatizaciju. Glavni cilj ovog rada je predstaviti informatizaciju
STLC-a, zatvarajući jaz između managementa lanca nabave (SCM) i e-logistike.
Informatizacija STLC-a je predstavljena kroz nekoliko faza. Prva faza je poslovno
modeliranje postojećih poslovnih procesa organizacija (AS-IS model). Rezultat prve
faze pruža opširan prikaz STLC-a koji je korišten za buduće poslovno definiranje
modela. Nadalje, stvoreni su TO-BE procesi koji će biti primijenjeni i podržani kroz
informatizaciju. Rezultat informatizacijskog projekta je prikazan kao homogena i
transparentna poslovna aktivnost između članova pojedinog klastera. Ciljevi
informatizacije STLC-a su stvaranje poslovnih modela, standardizacija poslovnih
procesa, smanjenje troškova, poboljšanje poslovnih performansi; smanjenje operativnog
vremena, management imovine i praćenje dostave kao temelja ekonomske
konkurentnosti.

105