Welcome Guest! A great pleasure for us to inquire for our event.
The 8th order Logi-Tech exhibition adds a new dimension to the logistics. The previous exhibitions combine tradition and modern experience, XXI. century techniques.
The Logistics the entire area Logi-Tech exhibition showing the virtual space for logistics companies and industrial users to meet, in which the contacts and business co-operation will be very true. Exhibitors and visitors to the 4-day event in the most convenient way possible to participate, as in do not have to go from offices.
What else?
The exhibition will allow the exhibitors standjukról virtual multimedia system seem to, at the same time drawing on a variety of channels (text, image, audio, video and interactivity). Those interested may direct questions to the exhibitors and staff are instantly can taking answere.
The exhibition is a virtual conference broadcast live to complete. The well-known artists with the exhibitors to present their newest products, services and solutions. The performers and the audience interact with each other during the show. Az előadók a feltett kérdésekre azonnali választ tudnak adni. The rapporteurs of the questions raised can be given an immediate response.
We are not closing it after a further 1 year of issue “open” and waiting for the visitors, and view archived presentations made at the conference materials.
The event is for exhibitors, speakers and visitors for an average tekinthetőtől does not require a different computer and Internettechnology, and knowledge. The organization continues to assist with the preparation for and during the course of the event.
Date: 2009th October 27-30.Tuesday-Friday.Opening hours: 10-16 hours a day.
If an exhibitor or a visitor is interested, need more detailed information, please send a contact. The bus (registration) does not entail any obligations.
GIS is a map-based information systems, location services, for example, urban, commercial market development, land-use planning, transport, travel and tourism opportunities for the application of direct to strengthen economy known.
In all areas where the assistance is implemented for spatial information (spatial data infrastructure, remote sensing, satellite positioning and navigation by means of), be converted into value-addedlogistics services, it is expected to be more efficient and reliable logistics solutions will be starting with the task of providing information to increase the competitiveness and economic benefits resulting in applications, the social, economic and environmental interests and considerations, taking into account the joint.
This will be used both in the planning, implementation and monitoring stages.
The spatial-temporal impact IT Space supported also allows the aspects of sustainable development into a more appropriate strategy for development.
Is believed to be approached in a more visual-spatial logistics of a problem, or in preparation for the decision process. On the other hand, great – so far can be exploited – I see the business opportunities in logistics sector “GIS” approach in terms of detection capabilities of the various supply chains / networks, coverage analysis, etc. ….
Even the “music”, but there is a very realistic chance that the regional ‘leaders’ competence’ (the regional development agencies) are already planning to develop desktop development strategy, which is able to display it visually, but the changes / changes are modeled it.
I am confident that I am not far from the truth, in a scenario where “running forward”, which points out a macro regions covering geomarketing logistics and value-added business which is indisputable.
… in case of carrier companies not only on local but regional level it can be said that they treat each other as competitors/rivals. By implication the intention of co-operation, innovational initiative is very low. Therefore it can not be talked, in a new composition, about the so called “co-opetition = co-operation + competition” because companies, enterprises concentrated regional, situated geographical near to each other competite, but they did not establish co-operational connectios. The size of the company does not do a part in that. All the carriers protect their own values and information in the highest degree. They are not willing to co-operate at all in order to obtain a possible efficient action, or a larger order. This approach might be able to originate in the general statements below:
� We think to know, the western and eastern undertaker mentality is different!
Eastern enterprises think generally in structures and static standards, instead of goals, see an ideal circumstance in the future, have an utopian idea of the future, live in the present and care about the past, have a consumption orientated aspect, need labour-power subordinated to the goal and structur.
The western enterprises have a goal orientated thinking, think in goals and procedures, their characteristic is a dynamic idea of the future, a quantitative aspect, furthermore they focus on constitute the future, they are not developing structures, but adapt quickly the achievements of technical developement and research. They are production orientated; need freedom in the management and creative labour-power.
� There is another reason for the differences above: in Eastern-Europe those who wanted to start an enterprise had the opportunity only after the change of the state system, while for those living western to us could pursue it for long decades!
� To understand the differences arising from the above mentioned reasons we have to face those developmental phases, through which a company goes during its life. As they were created by human beings they bear the seals of life like birth, ceasing, growth, increase, getting ill or learning. Instead of the analysis amplifying the phases of the lifetime of small and medium enterprises/companies I prefer to summarize some statements, conclusions to be generalize: In the phase of the quickly growth at the beginning the shortcomings come more and more to the front, therefore they have to face such new challenges they have never done before and often they do not even like!
The turning-point, namely the key of further development is whether the manager will be able to give up to meddle in everything, to know about everything why, when, where and how it is happening? (General experiences so far make me say, for example the majority of HungarianSMEs, also because of their age, live and work in this phase, while their managers do not have the faintest idea that their temporary situation is not a result of a stroke of fate, but a necessary intervening station of development of establishments.) In the phase of differentiation, when the manager wakes up that it is time to change, a frame and logic is getting on in the processes and the managers attend to work, to an efficient action. Motivation is constantly provided; the conscious, strategic and yearly planning of market work is realized.
The risks of that are that the establishment becomes inflexible and over-controlled, the workers start to stick by their groups instead of the company, and they get interested in group-goals, at the same time they lose their relation to the company-goals. Let us not forget, in the meantime the managers on the top lose their connection not only to their workers, members of the collective, but their partners, too. Instead of people they only face marketing and economy problems, instead of talk controlling-reports, and during that they have to throw all their energy into an efficient working! (It is the common opinion that the majority of western European enterprises is over the phase of differentiation and got to a higher level of development with comparative success.) In the so called phase of integration it has to be decided whether they start take up questions like “why do we exist, what is the mission of the enterprise, who needs us, what is the relation of the firm like to the out world?”. Here exist already an idea of the future, strategies, goals, the workers will be integrated to their group, to groups to the company, and the company will be integrated to a higher social milieu, clusters appear (!). The opportunity of self-control will be built: the workers do not only see the results of their work, but they can also check it up.
(Today the majority of western European enterprises are in the phase of integration. People fully realize the connections between economic sphere and communities, and see the point that the task of a community realized with an economic motive is to satisfy the real human demands, to serve social aims. These aims are successfully composed in their mission to find out the use of action and the goal of an enterprise. If it is a well-written and collectively composed it affects the action of the collective in a positive way. That requires the higher level of awareness which is a characteristic of the process of integration.)
I think the following statement is acceptable: if a man or enterprise lives and works almost a half of a century in one of the different minded system – shall it be eastern or western –, that affects its present situation, its ability to estimate the situation in the same way, like the level of its development they can get at as an individual or an enterprise. Because of that those, who lived and worked in a western-minded structure, can only think in goals and question always the results he has to achieve in a given time. He knows, he needs economic safety and freedom to achieve his goals, and it is essential to have creative co-workers.
In those, who lived and worked in an eastern-minded structure, the following aspect predominates: adapted structures are the most important and those need to be reorganized only once in a while.
In these structures they need people who can subordinate themselves to the future aim, while the managers only have the role to keep the structure which serves the realization of the future aim…” Co-opetition – (’Koopkurrenz’): In a qualified sense P. Weichart’s term for the style of organization of flexible post-Fordian industrial areas, it bears upon the concurrence and co-operation of SMEs, which compete on the market and are concentrated in a region or industrial area, evolving on the field of production, innovation and market-presence.
Advantage of it is, through the co-operation the SMEs can reduce their disadvantage on the market arising from the scale of a company, at the same time with conversation of independence and competition they are still innovative. In a wider sense after A. M. Brandenburger and B. J. Nalebuff the characters of trade competition can make profit of their co-operation. It’s trade strategy (with terms of game theory) is a game with positive sum-total, where at the end of the game the total profit of all economic characters owing to the co-operation is more than at the beginning of the game.
Many times and many words fall from that direction, why Somogy and Kaposvár are in a worse situation economically, than the similar areas and cities. We may be audible on the time of the different choices from that direction mainly, what would be good in the interest of the development. More motorways, you are a newer giga undertaking – they sound it ideologically marked answers, but we may face a clear concept thought through rarely.
South-transdanubian region identifies his opportunities as him developing his logistic situation, strategic one, that on Hungary’s southwestern part, along the Croatian border traffic geographywise all until the today’s day largely with a peripheral position, indeed we more of our homelands resided in rarest one (70 heads/km2), 984 thousand of his head regions. The region the permeability of his exterior availability and inside bad one, the reason of which the east-west one revealing the region is, and the full deficiency of North South clearways, the railway system at which the double-track main line with a bad quality is not, the insufficient number of the bridges turning up on rivers forming the region’s borders and the few crossing point. The traffic network’s construction does not serve the strengthening of the regional cohesion. The region was not able to engage in the world economy processes because of his peripheral situation successfully.
A foreign country capital investment insignificant (into the country initial capital hardly 2%-a got to an investment in the region), here the lowest one the exportable of the industry. The lowest industrial one managing to get onto the single head is a production value in the region. That producer is missing big company circle, round which the KKV supplier circle could take shape. Disregarding the today trendy SWOT like that (weaknesses, strengths, opportunities, dangers) matrix because of the dissection of an analysis, I would emphasize it, that the shortest motorway section is at the South-Transdanubian region’s disposal on Hungary, the one from Balaton Budapest his coastal sector. It M7 motorway into Croatia’s direction truth building figures in the medium-range plans. On South the length of the national public road network 4334 km. From this 18 km of motorway, 274 km of first-rate main road. The express road network modifying the regional configuration significantly from among developments two of his developments probable in the next decades: the region into a west-eastern direction traversing,
West Hungary through South with the plain inside M9 (Déli Autópálya /DAP/) and the one with a North South direction M6-M56-os clearway. The third plan the one with a quite vague fate M65-ös, you are Transdanubia Motorway (DUTAP) that Siófok and Pécs-Bóly his touch it M7 and it M56-os clearways, would accomplish his connection. The future one is ready already M9-es Kaposvár one constituting his part avoiding road, concerned the Szekszárd Danube bridge and the two-lane one leading to him, but four lane one expandable some 20 km-es distance to the connection of the 6 road and the 51 road. I would add it to him yet emphatically: From among the county seats it is possible to approach Kaposvár on second-class main roads only! Continuing onto substantive questions, and not tormenting ourselves the single traffic one alágazatok his situation evaluation concerning our region, along the next scenario can be outlined LSFP = Logistic Strategie Innovation Program.
Which view of mine yet merely little, if we do not break down our tasks which can be formulated in a so-called action plan.
1.) Two of the region’s counties Baranya and Somogy collectively some 310 km long with adjacent Croatia, from this 93 km, that is the border 30%-a Dráva extends in his bed, 150 km, (it összhatár 48%-án) he drives along the river though. Mura Zala and Somogy county flow near his encounter into Dráva. His totality so the region’s Croatia border 80%-ában difficultly penetrable! Hungary and Croatia 345 km-es 5 roads lead through his borderline (from this on South 5: Barcs, Berzence, beside Drávaszabolcs, a yard, Beremend), there are 15 roads like that furthermore, that lasts until the border, but strains every muscle in his body near him. South the permeability of the state border is in the country, the most adverse situation on his space, after the passages from each other averagely 62 km they work. (As a comparison on the Serbian border 35 km, on the Slovene border 20 km, on the most articulate Austrian border 32 km can be found road crossing ones.)
2.) The region’s traffic geography position compared with the rest of the Hungary regions adverse, since falls out of the international person’s and transport’s of goods capital directions. For South with the adjacent regions the traffic contacts of truth the country Budapest centre, because of a public road with a radial construction and the conditions of his railway system not okay. The capacity of the second-class main roads and his quality are canceled it interregionális because of the claims of traffic, Danube makes the contact between the regions harder as a natural obstacle in an eastern direction. South has the most intensive traffic contact with middle Dunántúl based on the long-distance trains and the number of bus services, Then in an order noon plain, ill. West Dunántúl comes next.
3.) International a traffic corridor integrated on the region’s western-northwest periphery, V. extending on the noon coast of Balaton (Trieszt-Ljubljana-Budapest-Uzsgorod-Lvov) corridor. 1997 Helsinki since a conference the 6 road Budapest yard/Illocska-Osijek-Sarajevo-Ploce) his section V/c. with a name Paneuropean Corridor (Pen) turned into his part.
4.) South lies near in terms of an availability to the international harbours of the mediterraneum and Balkan, his economic centres, than the West European, to the northern seaports. The region appearing in world trade after all this latter harbours it is served. The reason of this, that the technical-traffic capacity of the road and railway contacts with a southwestern direction and his performance lags behind determining double-track railway lines in Hungary’s international contacts, ill. from motorways.
5.) Into Croatia’s direction little No., crossing point with little capacity insures the arrival. Busiest, Letenye which can be found in the West Transdanubian region is crossing. His approach from South’s largest areas because of the deficiency of a slow and difficult clearway with an east-west direction traversing the region. The considerable part of traffic being directed towards Croatia despite this is realized in this direction, roads all interspersed with long crossing sections only on the Hungarian side drive since all of them are the Croatians in a noon direction, increasing the travel time rather yet.
6.) Europe economically his most advanced northern areas towards it the South-Transdanubian region’s road connection through Austria Balaton from west is realize being found, where the traffic is going on on second-class main roads throughout. The one for which thank you can be said to the connection with a bad quality Vienna and that cross the farther Austrian one and the availability time of German areas from the South-Transdanubian region’s middle and eastern areas longer, than from Danube to the east rain, that of areas which can be found along clearways developed already. Examining the availability verifiable, that from Vienna Miskolc and you break it soon available, than Pécs and the region’s noon areas!
7.) There is not a public airport with an international category built up currently on South. The international aerial contact on the smaller, grassy airports, comes true with little machines merely, and irregularly these Siófok-Kiliti, Őcsény, Pécs pagan, on which ones sports flying is going on rather temporarily. The region our days one single of his solid cover airport the (early) military-civil, Taszár airport with mixed utilisation, which waits for investors currently! For bigger légijárművek currently close to the region’s western border, sármelléki airport into a purchasable claim. From among the domestic rural airports here the most considerable international big machine one serving tourism as the head charter traffic.
8.) Taszár reviving to a topic: Consortium consisting of 4 firms currently – the early with a development ministerial commission without a wallet – is busy with the working out of a marketable proposal. In the airport’s present state cannot be marketed, the local economy does not rumble really (let me not detail it!), the parameters of the goods turnover …etc, because of this already cannot be sold we may speak Taszár in connection with an airport, but rather an being about makroproject! Setting out from this root position, ún. tiered / project row strategy the passable road, the target state of which to be reached the alley aerial freight of a continent (!?)
What I think of here: we have to have it in our sight an CCC–, that is a Central European Cargo Centrum foundation… This may be just as well, if beside the airport’s redevelopment, logistic one like that grew with the operating of an infrastructure geomarketing-ot we are top notch to generate, concerning what will be able to carve a more considerable slice out of today’s Bratislava’s aerial goods turnover accross can herd it. We have to confront a fundamental question like that because of this, that above ones how much helps it in / it is hampered by him for example the onto 2015 to be built M9-es? We are sitting with a hand put into a lap till then and we wait for it the designate development axes, increase poles our region, his affecting tensile effect, his economy enlivening?
Summarizing all this and topping I believe it in that manner, that an one like that – in Europe altogether already 5-6 pieces of one with a type like this which can be concretized – industrial park producing added value his formation the medicine, the turntable of which single ILC is, – Intermodal Logistic Center, and which one may have main modules: the developed airport, the railway container terminal. From the scale only so much, that cca. 1000 hectare area claims can be reckoned, and all of the complex together with the former ones 300 km-es reach! Presumably this already not our competence, not too multinational company, indeed already not too EU level, but rather transnational company – even with a Chinese interest – may come up. In this the ex ante" in a state, a present unsettled situation for quite obscure one, indeed for exaggerater can be said my statements, de – independently the competence from leaders – we will find our place, our role this makroprojektben, and we are able to confirm the identity of our opportunities in him.
An airport infrastructure with several decades of experience, its regional location, as well as its professional local staff ready to return to work, all lead to a many utilization possibilities for the airport.
The most feasible future usage of this airport would be as a CARGO and LOGISTICS CENTER for the region, and also for the SURROUNDING AREAS. In order to make this even more feasible on a more International Level, it could be possible to also create a free trade zone at the airport for the further development.
Land based shipment will be the prsently already existing rail system, and by the highway system, wich is partialy complete and under develpoment by the goverment.
Thanks to the regions endowments, certain air passenger traffic can be assumed, and along with its potential for expanded tourism and industry, one can count on even further rapid developments.
The passanger terminal can be developed on the basis of the newly consrtucted terminal where the civil sector can be further developed according to needs.
Many of the professional airport staff (air controllers, grounds maintenance, airplane maintenance, etc.) who have worked at the airport untill now are settled in the area. The next operator of the airport would be able to employ these local specialists.
Additionaly, due to its economically favourable central-eastern European location, it is foreseeable that the Hungarian as well as foreign military may have need for it again in the future!
2002. Laying of the foundation stone. Building of the terminal.
4. The airport:
The military airport in Taszár is in an extremely favourable location. It’s located in the center of Trans-Danubian, so it can be reached within the region within 1-1.5 hours.
The civil sector is situating in an individual fence off area on the South-East corner of the Taszár military airport. Its size is 160 m x 450 m = 7.2 ha
5. The investment:
Phase: Civil Terminal
Phase: Apron and Taxiway
Phase: AIR CARGO
I. Phase: Civil Terminal
The buildig has two levels, the ground floor area is 700 m2, the first floor area is 300 m2
It can insure to provide the passangers (130-150 person) both on the coming and the arriving plane.
Thematic focus: freight logistics in small and medium sized cities. Approaches, solutions and success factors By kaposlogisztika to #logistics 1 year, 1 month ago Add Comment
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Hi everyone, I posted a new episode to my 
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An 
The most feasible future usage of this airport would be as a CARGO and LOGISTICS CENTER for the 
Land based shipment will be the prsently already existing 
The passanger terminal can be developed on the basis of the newly consrtucted terminal where the civil sector can be further developed according to needs.
Many of the professional airport staff (air controllers, grounds maintenance, airplane maintenance, etc.) who have worked at the airport untill now are settled in the 
Additionaly, due to its economically favourable central-
