Page 73 - Rižnar, Igor, and Klemen Kavčič (ed.). 2017. Connecting Higher Education Institutions with Small and Medium-Sized Enterprises. Koper: University of Primorska Press
P. 73
Thinking Globally, Acting Regionally with Simplified Logistics
EuroPacific’s advantage in comparison with the insurance companies
is negotiation, which allows customers to get attractive premium condi-
tions from the best insurance companies in Slovenia and abroad. Com-
pensation claims by the owners of the goods are resolved much faster
as it is not necessary to prove the responsibility of the carrier for the
freight insurance (see www.europacific.si).
An important competitive advantage of EuroPacific is its own ‘fleet’
of trucks and acquired contractors for container transport. To this end,
they founded the subsidiary company EuroPacific Transport Ltd., which
operates its own fleet of new, reliable and environmentally friendly
eu ro 5 vehicles and is developing into a facilitator for all suppliers and
partners of road transport. EuroPacific transportation is being devel-
oped as integrated service for truck drivers so that they lose as little
time waiting when handling and arranging transport documentation.
The Business Model of the Enterprise
Through analysis of EuroPacific’s ‘as-is’ business model, three strategic
themes were identified: lean service, logistics expertise and profiling as
a domestic logistic operator based on key elements (figure 4.1, contains
the status ‘as-is’ (black coloured font) and ‘to-be’ (green coloured font)
of the business model).
The first of the strategic themes was identified as a focus on cus-
tomers, which was later renamed into a lean service. The latter repre-
sents a competitive advantage (Govindan et al. 2012) that is being of-
fered to partners from Asia with 24/7 accessibility and responsiveness
from the staff and the provision of comprehensive services within in-
termodal transport. This, according to Mr. Rok Kobal, is one of the most
appreciated values among Korean partner companies. Anderson et al.
2011 established that the majority of customers consider reliable per-
formance, price, customer service recovery and being easy to deal with
as the most critical in their choice of a 3 pl provider.
Support for the development of such an approach represents the use
of management tools e.g. Authorised Economic Operator (a e o), the
Slovenia Excellent sme certificate and membership in the associations
such as the Transported Asset Protection Association for the geograph-
ical areas of the Europe, Middle East and Africa (ta pa-e me a) and the
International Federation of Freight Forwarders Associations (f i ata).
The ta pa is a unique forum that unites global manufacturers, logistics
providers, freight carriers, law enforcement agencies, and other stake-
71
EuroPacific’s advantage in comparison with the insurance companies
is negotiation, which allows customers to get attractive premium condi-
tions from the best insurance companies in Slovenia and abroad. Com-
pensation claims by the owners of the goods are resolved much faster
as it is not necessary to prove the responsibility of the carrier for the
freight insurance (see www.europacific.si).
An important competitive advantage of EuroPacific is its own ‘fleet’
of trucks and acquired contractors for container transport. To this end,
they founded the subsidiary company EuroPacific Transport Ltd., which
operates its own fleet of new, reliable and environmentally friendly
eu ro 5 vehicles and is developing into a facilitator for all suppliers and
partners of road transport. EuroPacific transportation is being devel-
oped as integrated service for truck drivers so that they lose as little
time waiting when handling and arranging transport documentation.
The Business Model of the Enterprise
Through analysis of EuroPacific’s ‘as-is’ business model, three strategic
themes were identified: lean service, logistics expertise and profiling as
a domestic logistic operator based on key elements (figure 4.1, contains
the status ‘as-is’ (black coloured font) and ‘to-be’ (green coloured font)
of the business model).
The first of the strategic themes was identified as a focus on cus-
tomers, which was later renamed into a lean service. The latter repre-
sents a competitive advantage (Govindan et al. 2012) that is being of-
fered to partners from Asia with 24/7 accessibility and responsiveness
from the staff and the provision of comprehensive services within in-
termodal transport. This, according to Mr. Rok Kobal, is one of the most
appreciated values among Korean partner companies. Anderson et al.
2011 established that the majority of customers consider reliable per-
formance, price, customer service recovery and being easy to deal with
as the most critical in their choice of a 3 pl provider.
Support for the development of such an approach represents the use
of management tools e.g. Authorised Economic Operator (a e o), the
Slovenia Excellent sme certificate and membership in the associations
such as the Transported Asset Protection Association for the geograph-
ical areas of the Europe, Middle East and Africa (ta pa-e me a) and the
International Federation of Freight Forwarders Associations (f i ata).
The ta pa is a unique forum that unites global manufacturers, logistics
providers, freight carriers, law enforcement agencies, and other stake-
71
