scholarly journals IDENTIFICATION OF CRITERIA FOR THIRD PARTY LOGISTICS SUPPLIERS (3PL) IN SUPPLY CHAIN MANAGEMENT (SCM) IN INDIAN MANUFACTURING INDUSTRIES

2021 ◽  
Vol 13 (2) ◽  
Author(s):  
Swapnil Sawant ◽  
Avinash Sarode
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Manufacturing Industry ◽  
Service Providers ◽  
Selection Process ◽  
Manufacturing Industries ◽  
Third Party ◽  
Third Party Logistics ◽  
Chain Management ◽  
Selection Of

The Indian manufacturing industry is growing rapidly, and supply chain management (SCM) plays the most important role in the industry. In SCM, customer satisfaction in terms of quantity, quality and on time delivery is the most important critical factor. To satisfy this requirement, the best third-party logistics (3PL) service provider is required.  Therefore, the selection of the best third-party logistics provider is one of the basic requirements in SCM. Logistics services are the backbone of an economy, providing the efficient, cost effective flow of goods and services on which other commercial sectors depend. The logistics companies work as the outsourced or third-party service providers and support the organization's logistics functions. In this study, we identified some important criteria for 3PL implementation in SCM in Indian manufacturing industries.  With the help of this study, supply chain managers from small to medium sized manufacturing industries can simplify the selection process for 3PL vendors. This study will help in the selection of the best vendor from such a competitive group and provide justification for the selection. 

Information Technology and Supply Chain Management Coordination

2013 ◽  
pp. 134-150
Author(s):  
Pier Paolo Carrus ◽  
Roberta Pinna
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Service Providers ◽  
Coordination Mechanism ◽  
Third Party ◽  
Third Party Logistics ◽  
Chain Management ◽  
It Capability ◽  
Logistics Service ◽  
Logistics Service Providers

Logistics Service Providers (3PL) have become important players in supply chain management. In a highly competitive context characterized by “time compression”, a successful strategy depends increasingly on the performance of Logistics Service Providers as they play a key integrative role linking different supply chain elements more effectively. However, the role of the information technology capability of these 3PL has not drawn much attention. The research question is: can IT be viewed as a fundamental supply chain management coordination mechanism? If so, does IT capability of third party logistics providers to improve performance in the supply chain and become a bigger factor in a strategic buyer-3PL relationship? By drawing on earlier research on the supply chain management coordination mechanism, the IT capability of third party logistics providers, a case study is conducted.

Information Technology and Supply Chain Management Coordination

2011 ◽  
Vol 3 (4) ◽  
pp. 21-36 ◽  
Author(s):  
Pier Paolo Carrus ◽  
Roberta Pinna
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Service Providers ◽  
Coordination Mechanism ◽  
Third Party ◽  
Third Party Logistics ◽  
Chain Management ◽  
It Capability ◽  
Logistics Service ◽  
Logistics Service Providers

Logistics Service Providers (3PL) have become important players in supply chain management. In a highly competitive context characterized by “time compression”, a successful strategy depends increasingly on the performance of Logistics Service Providers as they play a key integrative role linking different supply chain elements more effectively. However, the role of the information technology capability of these 3PL has not drawn much attention. The research question is: can IT be viewed as a fundamental supply chain management coordination mechanism? If so, does IT capability of third party logistics providers to improve performance in the supply chain and become a bigger factor in a strategic buyer-3PL relationship? By drawing on earlier research on the supply chain management coordination mechanism, the IT capability of third party logistics providers, a case study is conducted.

Overview on 3PL Selection Problem

2013 ◽  
pp. 266-279
Author(s):  
Aicha Aguezzoul
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Third Party ◽  
Selection Problem ◽  
Third Party Logistics ◽  
Literature Analysis ◽  
Chain Management

Many companies outsource their logistics functions to Third-Party Logistics providers (3PL) instead of achieving them internally. The studies on this field are mostly of empirical type and focused on reasons, benefits, and risks of working with 3PL as well as the role of those on supply chain management. This chapter focuses on 3PL selection problem and presents a literature analysis of 47 articles published within 2001-2011 period. The objective is to identify the mainly approaches applied and their evaluating criteria in measuring the performance of 3PL.

Leveraging Supply Chain Management in the Digital Economy

2009 ◽  
pp. 526-531
Author(s):  
Mahesh S. Raisinghani
Keyword(s):  
Supply Chain ◽  
Information Systems ◽  
Supply Chain Management ◽  
Raw Materials ◽  
Third Party ◽  
Third Party Logistics ◽  
End User ◽  
Chain Management ◽  
Critical Part ◽  
Functional Areas

A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. In other words, supply chain encompasses all of the activities associated with moving goods from raw-materials stage through to the end user. The information systems needed to monitor all of these activities are a critical part of the mix. Successful supply chain management (SCM), then, coordinates and integrates all of these activities into a seamless process. It embraces and links all of the partners in the chain. In addition to the key functional areas within the organization, these partners include vendors, carriers, third-party logistics companies, and information systems providers.

scholarly journals Supply Chain Design for Global Competitiveness

2017 ◽  
Vol 1 ◽  
pp. xiv-xiv
Author(s):  
Ferry Jie
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Service Providers ◽  
Raw Materials ◽  
Value Added ◽  
Supply Chain Design ◽  
Third Party ◽  
Design And Technology ◽  
Chain Management

A supply chain consists of the flow of products and services from raw materials manufacturers, component and intermediate manufacturers, final product manufacturers, wholesalers, distributors and retailers. All are connected by transportation, storage activities, and integrated through information, planning, and integration activities. Many large firms are moving away from in-house Vertically Integrated structures to Supply Chain Management. Supply Chain are the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. It also includes coordination with channel partners, which can be suppliers, intermediaries, third party service providers, and customers. Supply chain management is the design of seamless value added processes across organization boundaries to meet the real needs of the end customer. Failure to proactively design a SC results in poor coordination of effort, incompatible information systems, long cycle times, communication problems, customer service issues, excessive waste and environmental degradation, relatively high inventories for the level of customer service achieved, and lower the optimal profit. A process map is a graphic representation of the system and contains a sequence of steps that are performed to produce some desired output. The primary goal behind process mapping is to make complex systems visible. The logistics/supply chain design and technology decision is of great strategic importance to logistics, the firm as a whole, and the supply chain. A number of factors may suggest the need to design the logistics/supply chain. A formal, structured process for design and digital tools is preferable; the potential impacts on cost and service justify a significant effort toward following a sound process. Numerous factors including technology may affect the design of a logistics and supply chain and the location of specific facilities within the context of the network.

scholarly journals Industry expectations of supply chain management graduates: Perspectives from third-party logistics providers in South Africa

2018 ◽  
Vol 12 ◽  
Author(s):  
Marc Allden ◽  
Wesley Niemann ◽  
Theuns Kotzé
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Real Life ◽  
Third Party ◽  
Third Party Logistics ◽  
Academic Institutions ◽  
Chain Management ◽  
The Third Party Logistics ◽  
New Graduates ◽  
Skills Mismatch

Background: There is currently a skills mismatch between what the third-party logistics (3PL) industry expects from new supply chain management graduates and what the educational system supplies. As the traditional roles of 3PLs are changing, subsequently increasing their importance within the supply chain industry, supplying graduates with the necessary skills becomes even more critical.Objectives: The aim of this study was to determine what the South African 3PL industry expects from new graduates with a bachelor’s degree in supply chain management or related fields in relation to skills, personal attributes and knowledge.Method: A generic qualitative research design was used to collect data from 12 participants using semi-structured interviews.Results: It was found that academic institutions equip new graduates adequately with knowledge, but not with the expected skills. Furthermore, the findings confirmed the current literature, while also identifying additional expectations. 3PLs expect new graduates to perform various activities throughout the supply chain, such as warehousing and transport activities, while simultaneously using their technological knowledge and abilities to improve different processes within the supply chain. This requires new graduates to be creative, innovative and analytical and to have advanced communication skills. Therefore, supply chain management programmes should provide graduates with more exposure and experiences in real-life supply chain settings.Conclusion: The findings allow for academic institutions to revise and adapt their curricula to meet the need of more practical skills development.

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