Use of Third Party Logistics Services: An Asia-Pacific Perspective

2012 ◽  
pp. 45-67 ◽  
Author(s):  
Amrik S. Sohal ◽  
Shams Rahman
Keyword(s):  
Third Party ◽  
Asia Pacific ◽  
Third Party Logistics ◽  
Logistics Services

The use of third-party logistics services by European industry

1998 ◽  
Vol 1 (3) ◽  
pp. 167-179 ◽  
Author(s):  
Melvyn J. Peters ◽  
Hugh L. Randall ◽  
Robert C. Lieb
Keyword(s):  
Third Party ◽  
Third Party Logistics ◽  
Logistics Services ◽  
European Industry

Does the Outsourcing of Logistics Services Keep its Promise of Increased Efficiency?

2013 ◽  
pp. 162-184 ◽  
Author(s):  
Aliona Grigorenco ◽  
Philippos Papadopoulos ◽  
Konstantinos Rotsios
Keyword(s):  
Performance Measures ◽  
Service Providers ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Outsourcing ◽  
Logistics Service Providers ◽  
Logistics Services ◽  
Business Functions ◽  
And Performance ◽  
Outsourcing Logistics

The aim of this chapter is to evaluate the efficiency of third party logistics (3PL) and the importance of outsourcing logistics services from the client’s perspective. The research focuses on current practices related to the extent of use, predictive value outsourcing and performance measures system of Colgate-Palmolive Company in Greece. The study examines the efficiency of the logistics service providers, and its impact on the overall client performance, evaluated through interviews with the 3PL Coordinator, the Logistics Manager, and the Manufacturing Director. The key findings of the work are that logistics outsourcing takes responsibility for non-core business functions, brings reductions of stocks and costs as well as order-to-delivery lead-time, accelerates capital turnover and capitalizes on synergies to achieve efficiency. Overall, its contribution is evaluated by the client as satisfactory and of medium significance, with room for improvements.

Information Exchange, Responsiveness and Logistics Provider Performance

1996 ◽  
Vol 7 (2) ◽  
pp. 43-58 ◽  
Author(s):  
Theodore P. Stank ◽  
Patricia J. Daugherty ◽  
Alexander E. Ellinger
Keyword(s):  
Conceptual Model ◽  
Information Exchange ◽  
Third Party ◽  
Third Party Logistics ◽  
Performance Information ◽  
Provider Performance ◽  
Logistics Services ◽  
Trading Partners ◽  
And Performance ◽  
The Impact

The impact of information exchange on suppliers' performance is investigated in the context of trade relationships formed between manufacturers and third party providers of international logistics services. A conceptual model that predicts the important linkages among information exchange, responsiveness and performance is introduced and tested. The research shows that information exchange positively affects customers' perceptions of third party logistics providers' performance; information exchange also positively affects logistics providers' service responsiveness; and logistics provider responsiveness affects customers' perceptions of the providers' performance. These linkages provide a fuller understanding of why and how information exchange influences manufacturers' perceptions of the performance of third party logistics providers. Logistics providers that used information obtained from trading partners to develop more responsive operations were viewed as better performers.

Coping with commoditization: The third-party logistics industry in the Asia-Pacific

2021 ◽  
pp. 102452942098524
Author(s):  
Neil M Coe
Keyword(s):  
Third Party ◽  
Asia Pacific ◽  
Mature Stage ◽  
Third Party Logistics ◽  
Production Networks ◽  
Global Production Networks ◽  
Logistics Industry ◽  
The Third Party Logistics ◽  
The Third ◽  
The Third Party

Despite growing interest in logistics across the social sciences, there is still a persistent gap in relation to work that explores the organizational and competitive dynamics of the independent logistics industry, a sector worth almost US$1tn a year. This paper explores the nature, causes and consequences of commoditization in the third-party logistics (3PL) industry, using evidence derived from over 30 corporate interviews with the leading 3PL providers in the Asia-Pacific region. Commoditization captures a mature stage of industry and market development in which goods and services are widely available and interchangeable with those provided by other companies, and hence price-based competition predominates. The paper profiles the strategic responses of 3PL firms to the challenges of commoditization, which are associated with accruing scale, offsetting risk and seeking to deepen relationships with clients, arguing that they are variegated due to the different geographical and sectoral origins of the firms. Overall, it offers a profile of 3PL as a maturing industry heavily conditioned by its intersections with client global production networks.

Third party logistics services: a Singapore perspective

1999 ◽  
Vol 29 (9) ◽  
pp. 569-587 ◽  
Author(s):  
Rohit Bhatnagar ◽  
Amrik S. Sohal ◽  
Robert Millen
Keyword(s):  
Third Party ◽  
Third Party Logistics ◽  
Logistics Services

scholarly journals Sustainability and Competitiveness of Logistics Services Providers in Indonesia

2021 ◽  
Vol 12 (3) ◽  
pp. 279-287
Author(s):  
Engkos Achmad Kuncoro ◽  
Dony Saputra ◽  
Robin Cahyadi ◽  
Ridho Bramulya Ikhsan
Keyword(s):  
Middle Managers ◽  
Service Providers ◽  
Sampling Technique ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Logistics Services ◽  
Qualitative Observation ◽  
The Relationship

With the rise of competition and challenges for Logistics Service Providers (LSP) in Indonesia, competitiveness and sustainability are needed. The research explored the logistical process and identified the factors that built the competitiveness of LSP, such as Third-Party Logistics (3PL) in Indonesia. The research also identified the factors and relationships of their competitiveness and sustainability. The research methodology was explorative with the qualitative-observation approach. The applied sampling technique was purposive and snowball. The participants were 10 LSP operating in Indonesia: Kühne + Nagel, FedEx, Damco, DB Schenker, APL Logistics, Panalpina, Agility Logistics, TNT Express, Röhlig Logistic, and Rhenus Logistic. The data were unstructured interviews with 10 middle managers with the job position of leader and manager. Then, the data were analyzed using NVivo 10 software. The result is the recommendation of the competitiveness model for 3PL that the providers can apply to achieve its sustainability. Moreover, the factors that drive the competitiveness of LSP are price, service, people, and network. Meanwhile, innovation and credibility will improve competitiveness toward sustainability of 3PL. Based on the findings, it can offer opportunities for further research on the relationship and influence of these variables on other similar companies in other countries.

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