Abstract

Les relacions público-privades han estat motiu de debat i de nombroses aportacions acadèmiques. Així, per a la producció i provisió dels serveis públics propis que corresponen als ajuntaments i governs autonòmics, sempre es planteja el dilema entre dues possibles articulacions: 1) gestió directa mitjançant unitats internes de la pròpia administració o bé a través d’empreses públiques; 2) gestió indirecta a través de fórmules d’exernalització dels serveis. La gestió indirecta sovint s’enquadra en la interrelació entre sector públic i empresa mercantil, amb la conseqüent discrepància d’objectius i les necessitats de regular les regles de joc per a satisfacció dels diversos agents que hi participen.

 

A la realitat hi ha, però, un tercer model, a cavall de la gestió directa i la gestió indirecta, que passa per a la prestació de serveis públics articulades mitjançat empreses de l’economia social. Això modifica la interrelació entre els agents públics i els agents privats socials, que es defineixen sota un lema clàssic de “les persones per davant del capital”. El relleu de l’objectiu clàssic de “maximització de beneficis” que caracteritza les empreses mercantils per l’objectiu de “prioritzar les persones i la finalitat social per davant del capital” transforma les bases de la relació público-privada.

 

La contribució que es proposa vol fer, d’una banda, un repàs de la literatura existent sobre les relacions público-privades existents a Catalunya des de la vessat de l’economia social. D’altra, es planteja fer una anàlisi de models existents i concrets de gestió de serveis públics des de l’economia social, ja sigui en el món de l’educació, els serveis socials o la cultura, amb una anàlisi de pros i contres i situació dels projectes, vistos des d’un punt de vista d’eficiència i equitat.

 

Tema

Es considera que aquesta contribució caldria enquadrar-la en el context de:

6. El sector públic a la Catalunya del futur

•Regulació i qualitat institucional

 

Abstract

En la producció i provisió dels serveis públics sempre es planteja el dilema entre 1) gestió directa mitjançant unitats internes de la mateixa administració o empreses públiques, o 2) gestió indirecta a través de fórmules d’externalització dels serveis.

A la realitat hi ha, però, un tercer model, a cavall entre la gestió directa i la gestió indirecta, que passa per la prestació de serveis públics articulats mitjançat empreses de l’economia social. La substitució de l’objectiu de «maximització de beneficis» pel de «priorització de les persones i la finalitat social» transforma i facilita les bases de la relació publicoprivada.

Abstract

The author presents the results of the research in five parts, which are interconnected. After the introduction, in part two, entitled A Framework for Logistics Outsourcing Decisions, theoretical characteristics of outsourcing are presented. Part three, Core Competences and Outsourcing, describes the logistics competences. Part 4, Transport and Logistics Outsourcing in Europe, discusses the trends in logistics development and outsourcing. The paper will assist managers responsible for the development of logistics strategies. The paper offers a unique buyer-supplier partnership framework by proposing that the logistics outsourcing will increase the competitive advantage of manufacturing firms. Rezultate istraživanja autor je predstavio u pet međusobno povezanih dijelova. Nakon Uvoda, u drugom dijelu s naslovom Okvir za odluke u logističkom „outsourcingu“ predstavljene su teorijske značajke o „outsourcingu“. Logističke kompetencije i „outsourcing“ je naslov trećega dijela. U četvrtome dijelu, koji ima naslov Transportni i logistički „outsourcing“ u Europi, prikazani su trendovi razvoja logistike i „outsourcinga“. Ova znanstvena rasprava daje okvir za uspostavljanje jedinstvenog partnerstva između dobavljača i kupaca sa sugestijom, da logistički „outsourcing“ povećava kompetitivne prednosti industrijskih poduzeća. Rasprava će pomoći menadžerima u razvijanju logističkih strategija i koristiti istraživačima u istraživanju fenomena logističkog menadžmenta.

Abstract

Throughout the history, the transportation of goods and related logistics have played an important role in human development and existence. This pertains to numerous interlinked processes, whose management is often linked to social system, international linkages, development of industry, market and market specifics. In modern times, the management of these processes is increasingly bound to globalization of production and market, moving of production to countries with cheaper labour force, environmental protection. The present Slovenian economy depends to a large extent on economies and corporate relations of the European Union and the world. Such inter-connectedness demands frequent transportation of semi-finished and finished goods. By providing timely delivery of goods, transportation consequently enables inter-organizational linkages and individual production, economic, market and other processes. Organizational and inter-organizational management of transport logistics demands profound understanding of transport flows, freight forwarding expertise and knowledge of transport, tax, environmental and other related regulations. Adequate knowledge and mastering of cultural, linguistic, national and other differences is important as well. The presented analysis and evaluation form the basis of the construction of inter-organizational model of logistics management in Slovenia. Skozi zgodovino je prevoz blaga in s tem v povezavi z logistiko igral pomembno vlogo v človeškem razvoju in obstoju. To se nanaša na številne medsebojno povezane procese, katerih upravljanje je pogosto povezano z družbenim sistemom, mednarodnimi povezavami, razvoju industrije, trga in specifike le tega. V sodobnem času, je obvladovanje teh procesov vse bolj vezano na globalizacijo proizvodnje in trga, ki se giblje od proizvodnje v države s cenejšo delovno silo z okoljskim protekcionizmom. Slovensko gospodarstvo je v veliki meri odvisno od gospodarstva in korporativnih odnosov v Evropski uniji in svetu. Takšna medsebojna povezanost zahteva pogoste prevoze polizdelkov in končnih izdelkov. Z zagotavljanjem pravočasne dostave blaga, transport posledično omogoča medorganizacijske povezave in individualno proizvodnjo, gospodarstva, trga in druge postopke. Organizacijsko in medorganizacijsko upravljanje logistike zahteva globoko razumevanje prometnih tokov, špedicijo in strokovnega znanja o prometu, davkih, okoljskih in drugih povezanih predpisov. Ustrezno znanje in obvladovanje kulturnih, jezikovnih, nacionalnih in drugih razlik, je ravno tako pomembno. Predstavljena analiza in ocena je osnova za gradnjo medorganizacijskega modela logističnega upravljanja v Sloveniji.

Abstract

The external supply of logistics services is part of a trend toward outsourcing non-core logistics activities. The scope of third-party logistics may range from a relatively limited combination of activities (e.g. transportation and warehousing) to a comprehensive set of logistics services. The authors first discuss the characteristics of business logistics in manufactoring industry, to be taken into account in logistics outsourcing. They particularly point out the motivations for logistics outsourcing, the possibilities of outsourcing, as well as supplier selection. Finally they analyze the outsourcing in the reverse logistics. Vanjska opskrba (outsourcing) logističkih usluga predstavlja dio opće sklonosti tvrtki da prenesu pojedine aktivnosti na za to specijalizirane tvrtke, koje mogu te aktivnosti izvesti na visokoj razini. Ovo područje naziva se trećim dijelom logistike, a kreće se od relativno ograničene kombinacije aktivnosti (primjerice transporta i skladištenja), pa sve do sustavnog pristupa brojnim logističkim i inim aktivnostima. Autori u ovoj raspravi najprije posvećuju pozornost značajkama poslovne logistike u industrijskim proizvodnim tvrtkama, koje zavrjeđuju da budu uzete u razmatranje glede vanjske opskrbe logističkim uslugama (outsourcing). Posebice se prikazuju mogućnosti i motivi za odabir vanjskih opskrbljivača logističkim uslugama, kao i način selekcioniranja ponuđača. Na kraju se analiziraju osobitosti outsourcinga povratne logistike.

Abstract

The main characteristics of cloud computing services are explained and the clauses typically included in contracts between suppliers and customers of such services are discussed. Storing data on a cloud service can be more comfortable for an organization and cheaper than local storage, but it involves several risks. Recommendations are given on how to negotiate contracts. A list of questions to be asked of cloud service suppliers is provided so that a potential client can take an informed decision and avoid unpleasant surprises.

Abstract

The main characteristics of cloud computing services are explained and the clauses typically included in contracts between suppliers and customers of such services are discussed. Storing data on a cloud service can be more comfortable for an organization and cheaper than local storage, but it involves several risks. Recommendations are given on how to negotiate contracts. A list of questions to be asked of cloud service suppliers is provided so that a potential client can take an informed decision and avoid unpleasant surprises.

Abstract

Today enterprises have to distribute their final products to far away consumers. It is difficult and not cost effective for these enterprises to manage their own transport vehicles. Thus, they outsource their transportation tasks to third party logistics (3PL) companies. These 3PL companies take transport orders from several clients and try to group them in the vehicles to utilize their resources at maximum. An issue of interoperability arises, when 3PL companies have to process different transport orders arriving from several clients in different formats and terminologies. Secondly, how 3PLS will collaborate with other 3PL companies following different working standards and also for collaboratively delivering transport orders which single 3PL cannot deliver alone due to its limited operational geographic area. Interoperability to achieve collaborative transportation planning is our concern in the context of this paper. Interoperability is a key issue for collaboration, especially in case of heterogeneous environment, when entities trying to collaborate have different ways of functioning and follow certain standards specific to their organizations. So the objective of this paper is to present a distributed and interoperable architecture for planning transportation activities of multiple logistics enterprises aiming at a better use of transport resources and by grouping transport orders of several manufacturers for each effective displacement. Document type: Part of book or chapter of book