• 한국항해학회지
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• 제18권3호
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• pp.81-103
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• 1994

Increasing costs and competition in the global trade and transportation arena have led to a search for effient, cost-effective, particularly through the application of computer and information technologies. Most recently the introduction of Electronic Data Interchange(EDI) technologies in both trading and trade facili-tation activitiess have bagun to change the complextion of the international transport space. Korea as well as the other developing countries has become aware of the need to embrace EDI strate-gies in order to maintain a competitive market position with their more technologically advanced neighbou-ring and international trading partners. A way of EDI implementation, KMPA has invested large budgets in the research of the EDI since 1990. As the result of study in EDI of transport, KL-Net(Korea Logistics Network) was organized for the EDI business in cargo logistics. In spite of these KMPA's activities, the development plan of container logistics data interchange is not good and useful. So a new model of EDI in transportation is required by using the concepts of cargo data sharing. The purpose of this paper is to suggest a new way of container logistics data interchange model. This paper therefore analyze the information flow in the current container logistics and find the problem in the area to derive a new model. The followings are the results of this paper : (1) There are many problems and user's requirements in container logistics data interchange in Korea. (2) Many messages of UN/EDIFACT are able to be used in container logistics data interchange. (3) The container cargo data are stored in Container Logistics Network(CL-Net) database. And when necessary by requesting message transmission, the container logistics data interchange is possible. (4) Customs cargo clearance system and PORT-MIS can be linked to CL-Net. If the systems, however, are to introduce EDI in data interchange, the quality of user's software has to be assured.

• 한국항해학회지
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• 제21권3호
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• pp.1-18
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• 1997

From the beginning of 1990s , also in the shipping industry, especially liner shipping industry competition has been more intensive and difference of the service quality among shipping companies has been learned . On the other hand, a shipping company has some limitations to do its international mission for itself just by broadening service area. For this reason, the necessity for the global strategi alliance among the shipping companies, which is orginally aimed at sharing of facilities and organixation, has been developed. Through strategic alliance, liner shipping companies do not need to input the additional capitals to increase the material assets such as vessel capacity and spread the risk by the enlargement of the market. Also, they can secure the competitive edge through efficient utilizaton of assets. The purpose of strategic alliance of Hanjin Shipping Ltd., can be summarized as follows ; broadening of service area, cost reduction through vessel sharing, realization of rationalized shipping service by terminal and equipment or facilities sharing. Liner strategic alliances are agreement among liner companies to pol their equipment , andterminals for joint operations and services in which each alliance partner continues to serve its market using jointly operated or used inland feeders,inland terminals, port terminals, and mainline fleets of ship as well as joint pools of containers and equipment. Strategic alliances are generally more formal agreements than consortia and impose longer term and far reaching obligation on their members. It also acts as one in developing and advancing the strategic aims of the alliance members. The most important objective for liner strategic alliances is cost reduction and improvement in capital asset utilization. Main aims of strategic alliance drawn in this paper, can be enumerated follows : 1. improvements in service frequency and quality : 2. improvements in vessel and equipment utilization and thereby reductions in fixed and variable cost ; 3. improvements in market shares and high value cargo booking ; 4. reductions in intermodal storage and port terminal throughput costs ; 5. improvements in negotiating powers with ports and feeder transport providers ; 6. reduction in financial and other fixed costs such as insurance; 7. coordination and integration of MIS and EDI systems and service for greater efficiency and market penetration ; and, 8. improvements in logistic chain management and economic of scale by equipment depot, terminal, and vessel sharing.