• 제목/요약/키워드: Intermodal Freight Transport

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인터모달 화물운송시스템의 대차주행제어기술에 대한 고찰 (Review on the Bogie Control System of Automated Intermodal Freight Transport System)

  • 김태영;안영모;이재원;류형근
    • 한국항해항만학회:학술대회논문집
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    • 한국항해항만학회 2017년도 추계학술대회
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    • pp.72-73
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    • 2017
  • 인터모달 자동화물운송시스템 기술개발에 있어서 대차의 안정적인 운행이 가능하도록 전자적 신호를 통하여 차량의 구동을 제어하고 원격제어가 가능하도록 통신설비를 구축을 위한 대차주행제어시스템 기술에 대한 전반적인 기술검토를 추진하였다.

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인터모달 자동화물운송시스템 기능 요구사항 분석 (Analysis of Functional Requirements of Automated Intermodal Freight Transport System)

  • 류형근;안영모;이재원
    • 한국항해항만학회:학술대회논문집
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    • 한국항해항만학회 2019년도 춘계학술대회
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    • pp.133-134
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    • 2019
  • 우리나라는 협소한 국토구조 특성상 도로운송 위주의 화물운송체계가 정착되어 있어 내륙수송비 부담 증가, 교통 혼잡, 대기오염 및 소음, 도로파손, 대형교통사고 등 크고 작은 문제가 지속적으로 ${\cdot}{\cdot}{\cdot}{\cdot}$(중략)${\cdot}{\cdot}{\cdot}{\cdot}$ 따라서 본 연구에서는 물류비용 및 서비스를 좌우하는 수송비용과 물류인프라 초기투자비용을 최소화하면서 교통 혼잡, 온실가스배출 등 사회 환경 비용을 절감하기 위한 단절없는 인터모달 자동화물운송 시스템 개념을 정립하고 구성요소 및 요소기술을 ${\cdot}{\cdot}{\cdot}{\cdot}$(중략)${\cdot}{\cdot}{\cdot}{\cdot}$

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물류기업의 SCM통합과 녹색성장을 위한 대응방안에 대한 연구 (A Study on the SCM Integration & Green Growth Strategy of Logistic Company in Korea)

  • 김언군;이유빈;배기형
    • 통상정보연구
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    • 제15권2호
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    • pp.3-23
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    • 2013
  • 1997년 일본 교토에서 180여개국이 교토의정서에 서명을 하였다. 1990년 기준 2008년까지 전체 배기가스를 5% 감축하자는 것이 주요 내용이다. 이를 위해서는 선박이나 철도와 같은 친환경적인 운송수단이 필요하다. 도로를 이용한 물류수단은 높은 물류비용, 공기오염, 그린가스, 사고 등이 점차 증가하고 있는 시점에서 새로운 운송수단 즉, 빠르고, 정확하고, 안전하고, 친환경적인 운송수단은 필연적일 것이다. 한국은 철도 수송은 가장 인기있는 수송수단가운데 하나이다. 물류환경이 변화하는 시점에서 가장 중요한 효율을 도출할 수 있으며, 비용도 감축할 수 있다. 이러한 친환경적 물류방법을 도입하기 위해서는 기존의 물류정책, 즉 정부의 지원, 물류인력의 양성, 경쟁력 제고 등의 방법과 SCM을 통합할 수 있는 새로운 기업 시스템 즉, M-SCM(Intermodal Shift SCM)이 필요한 것이다. 본 연구는 이러한 M-SCM을 도입하기 위해 그 문제점과 대응방안을 제시하고 있다.

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"무역상무(貿易商務)에의 역사적(歷史的) 어프로치와 무역취인(貿易取引)의 전자화(電子化)" (E-Commerce in the Historical Approach to Usage and Practice of International Trade)

  • 춘홍차
    • 무역상무연구
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    • 제19권
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    • pp.224-242
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    • 2003
  • The author believes that the main task of study in international trade usage and practice is the management of transactional risks involved in international sale of goods. They are foreign exchange risks, transportation risks, credit risk, risk of miscommunication, etc. In most cases, these risks are more serious and enormous than those involved in domestic sales. Historically, the merchant adventurers organized the voyage abroad, secured trade finance, and went around the ocean with their own or consigned cargo until around the $mid-19^{th}$ century. They did business faceto-face at the trade fair or the open port where they maintained the local offices, so-called "Trading House"(商館). Thererfore, the transactional risks might have been one-sided either with the seller or the buyer. The bottomry seemed a typical arrangement for risk sharing among the interested parties to the adventure. In this way, such organizational arrangements coped with or bore the transactional risks. With the advent of ocean liner services and wireless communication across the national border in the $19^{th}$ century, the business of merchant adventurers developed toward the clear division of labor; sales by mercantile agents, and ocean transportation by the steam ship companies. The international banking helped the process to be accelerated. Then, bills of lading backed up by the statute made it possible to conduct documentary sales with a foreign partner in different country. Thus, FOB terms including ocean freight and CIF terms emerged gradually as standard trade terms in which transactional risks were allocated through negotiation between the seller and the buyer located in different countries. Both of them did not have to go abroad with their cargo. Instead, documentation in compliance with the terms of the contract(plus an L/C in some cases) must by 'strictly' fulfilled. In other words, the set of contractual documents must be tendered in advance of the arrival of the goods at port of discharge. Trust or reliance is placed on such contractual paper documents. However, the container transport services introduced as international intermodal transport since the late 1960s frequently caused the earlier arrival of the goods at the destination before the presentation of the set of paper documents, which may take 5 to 10% of the amount of transaction. In addition, the size of the container vessel required the speedy transport documentation before sailing from the port of loading. In these circumstances, computerized processing of transport related documents became essential for inexpensive transaction cost and uninterrupted distribution of the goods. Such computerization does not stop at the phase of transportation but extends to cover the whole process of international trade, transforming the documentary sales into less-paper trade and further into paperless trade, i.e., EDI or E-Commerce. Now we face the other side of the coin, which is data security and paperless transfer of legal rights and obligations. Unfortunately, these issues are not effectively covered by a set of contracts only. Obviously, EDI or E-Commerce is based on the common business process and harmonized system of various data codes as well as the standard message formats. This essential feature of E-Commerce needs effective coordination of different divisions of business and tight control over credit arrangements in addition to the standard contract of sales. In a few word, information does not alway invite "trust". Credit flows from people, or close organizational tie-ups. It is our common understanding that, without well-orchestrated organizational arrangements made by leading companies, E-Commerce does not work well for paperless trade. With such arrangements well in place, participating E-business members do not need to seriously care for credit risk. Finally, it is also clear that E-International Commerce must be linked up with a set of government EDIs such as NACCS, Port EDI, JETRAS, etc, in Japan. Therefore, there is still a long way before us to go for E-Commerce in practice, not on the top of information manager's desk.

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