【正文】 成本的 潛力。 STLC 的信息 化 是通過 以下 幾個階段。 本文的主要目標(biāo)是 當(dāng) 前 STLC 的信息化， 來 彌合供應(yīng)鏈管理（ SCM）和電子物流之間的差距。 這些戰(zhàn)略聯(lián)盟，新的管理戰(zhàn)略，形成集群 和 供應(yīng)鏈管 理（ SCM），電子物流等一些作者引用物流的“身價” 10％至 12％的 GDP（ Sahay， 2021 年）。 該模型 側(cè)重于他安排在一個菱形圖 中 的四個主要條件：要素條件，需求條件，企業(yè)和競爭結(jié)構(gòu)，以及相關(guān)配套產(chǎn)業(yè)。 業(yè)務(wù)流程再造是 20 世紀(jì) 90 年代最受歡迎的流行術(shù)語，但在這十年它似乎又有了新的流行術(shù)語，那就是“商業(yè)模式再造”。 更進(jìn) 一 步的方法 是 不斷改進(jìn)流程（ CPI） 以 提供充足的信息技術(shù)（ IT）基礎(chǔ)設(shè)施戰(zhàn)略。 只有這樣，提高質(zhì)量，降低成本，縮短改造業(yè)務(wù)流程和活動的執(zhí)行時間 才能被預(yù)測。 （ 1）供應(yīng)鏈管理 在過去的幾年，企業(yè)已逐漸意識到 ，他們的業(yè)務(wù)效率嚴(yán)重依賴于供應(yīng)商以及與客戶的合作和協(xié)調(diào)（ Hieber， 2021 年）。摩根斯坦提出了一個關(guān)于物流作為一門經(jīng)濟(jì)學(xué)科的起源的基本建議。 一個可能的定義是電子物流僅僅意味著需要通過互聯(lián)網(wǎng)向客戶銷售貨物轉(zhuǎn)移的過程（ Auramo 等， 2021）。 and the presence of horizontal support in internationally petitive related industries to coordinate and share activities with and to stimulate local petition. 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 panies 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 the possible solutions is the use of the Inter with its costeffective policy and, in last years, high security as the most appropriate munication channel. For all logistic panies, 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. 2. Business renovation toward ebusiness Businessprocess reengineering was a favorite managerial buzzword of the ?90s, but it seems that a new popular term for this decade is ?businessmodel reengineering?. The traditional ?old economy? panies urgently need to build on and reevaluate their current business models and create new ones. Accordingly, ebusiness initiatives have truly strategic imperatives: creating a totally different business model. An ebusiness model generally means the adapting of a pany?s current business model to the Inter economy. Ebusiness represents a shift in the business doctrine that is changing traditional anizational models, business processes, relationships and operational models that have been dominant for the past 20 years. The new doctrine of ebusiness 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 anization, process and technology infrastructure for successful ebusiness 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 reengineering strategy that critically examines current busin