The following definitions are variations on the theme that e-logistics utilises Web based tools in the support of e-business. Some definitions are fuller than others. The timing in the emergence of these definitions is also relevant. 1. Finnish (translation), E-logistics can be defined as the application of Internet based technologies to traditional logistics processes.2. German: (Translation) E-Logistics, Web based applications and services dealing with the efficient transport, distribution, and storage of products along the supply and demand chain.3. French: (Translation): E-Logistics A collection of the new logistic management practices for the Internet. 4. Forbes, “E-logistics” describes three core back-end processes required to get an order from the “buy” button to the bottom line: warehousing, delivery, and transportation, and customer interaction (usually handled through a call center where customers can ask questions, place orders, check on order status, and arrange for returns). In many cases, a different vendor handles each of these three separate functions. Managing them all successfully and simultaneously requires an in-depth understanding of each discipline. Integrating them with one another and with a corporation’s existing systems is even tougher. Source: www.forbes.com/specialsections/elogistics . 5. “The electronic activation of a set of physical logistic activities with associated electronic information flows that support e-Business.” ( Hassall, 2005 ) (presentation) http://www.smartsupplychain.com.au/seminars.cfm .
Published in Chapter:
E-Logistics: The Slowly Evolving Platform Undrepinning E-Business
Kim Hassall (University of Melbourne, Australia)
Copyright: © 2009
|Pages: 7
DOI: 10.4018/978-1-60566-026-4.ch214
Abstract
By 1998, arguably some four years after the Internet’s general user beginnings, many commentators did not doubt that Internet based home shopping was on its way to revolutionize our lives. At the margin, it certainly allowed us another purchasing channel and for many retailers some 5% to 12% of differing goods is now done through an “e-store” or “emarketplace”. (Visser & Hassall, 2005). However, by 2001 a range of major e-business summits, perhaps very notable being the 44 nation OECD hosted e-transport and e-logistics summit in Paris (June, 2001), was beginning to demolish the euphoria of B2C. In its basic state, B2C was a very marginal business. But what of B2B? Yes, it is a bigger sector but how were the business rules and logistics strategies shaping up for network design, e-marketplace use, and logistic fulfilment changing when compared to the rapidly evolving B2C environment? The ICT sector rapidly began to assemble a host of B2B applications for Supply Chain Management and despite the “tech wreck” occurring towards the end of 2001, these highly expensive suites of products found some traction over the next three to four years. So, initially, the development of large logistics software packages such as I2, Baan, Descartes, and so forth, were offerings that the B2B sectors availed themselves of. However, besides the ICT developments in the B2B space, the evolution of new logistics strategies would prove themselves to be good, bad, and various shades in between, when examining the full end to end (E2E) e-business operations. Since 2001, a tide of interest has turned towards the adoption of fit for purpose e-logistic models to support the end to end functionality of e-business. Hassall (2003) describes a detailed survey for the international Postal Authorities as to what new e-logistics and e-business strategies should be developed. These ranged from new householder delivery choices, to global e-marketplaces being developed. Why this survey was important was because the global postal authorities are the largest combined B2C operator and also a growing B2B logistics supplier.