Outsourcing logistics to third-party providers: practitioners perspectives

2010 ◽  
Vol 6 (1) ◽  
pp. 23 ◽  
Author(s):  
Batoul Modarress ◽  
A. Ansari ◽  
Diane Lockwood
Keyword(s):  
Third Party ◽  
Outsourcing Logistics

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.

The Expansion Dilemma for Fourth-Party Logistics Services: Kodan Solutions Private Limited

2020 ◽  
Vol 24 (4) ◽  
pp. 506-516
Author(s):  
Anupama Prashar
Keyword(s):  
Supply Chain ◽  
Value Added ◽  
Secondary Data ◽  
Third Party ◽  
Primary Data ◽  
Business Trend ◽  
Logistics Services ◽  
Fourth Party Logistics ◽  
Outsourcing Logistics

The purpose of the case is to introduce the students to an emerging business trend of outsourcing the logistics function. The case enables the students to analyse the benefits of outsourcing logistics function and understand the concept of third-party logistics (3PL) and fourth-party logistics (4PL). The case is developed based on the primary data collected through interviews with the protagonist. Also, secondary data from published reports and archives of the company were used for the development of the case. After the case discussion the students will be able to understand the role of project logistics services in the supply chain. They will also understand the role of value-added logistics services such as cross-docking, reverse logistics and customs clearance, and the documentation involved in cross-border logistics. This case is among the first few cases on the concept of project logistics services and their role in the supply chain management.

An Integrated Approach of Fuzzy AHP and Fuzzy TOPSIS to Select Logistics Service Provider

2016 ◽  
Vol 16 (1) ◽  
pp. 51-59 ◽  
Author(s):  
Ponnuboina Kishore ◽  
G. Padmanabhan
Keyword(s):  
Service Provider ◽  
Service Providers ◽  
Fuzzy Ahp ◽  
Fuzzy Topsis ◽  
Third Party ◽  
Manufacturing Companies ◽  
Logistics Service ◽  
Logistics Service Provider ◽  
Outsourcing Logistics ◽  
Number Of Customers

AbstractIn India, Manufacturing companies are primarily being concentrated on the production activities which led to drastic improvement of outsourcing logistics process to third party logistics (3PLS), consequently a strong outsourcing logistics can be observed over the next two decades for the development of a company. It may therefore be noted that the enhancement and extrusion are necessary in order to effectively asses risk and opportunities. To achieve this, the best logistics service provider which leads to the growth of organisation and industry has to be selected. The present work aims at the integration of Analytic Hierarchy Process (AHP) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) in Fuzzy environment. The integration is carried out with more consistency while evaluating and selecting the best Logistics service provider based on ten coordination criteria viz. Custom Clearance, On Time Delivery, Number of Customers Handled, Placement Percentage, Tracking Status, Service Quality, Solving of Issues, Collecting Proof of Delivery, Region and Price. Fuzzy AHP is used to calculate relative weights of each coordination criterion. Logistics service providers are ranked based on closeness coefficient, calculated for each LSP using Fuzzy TOPSIS. By this method the LSP5 has selected as best logistic service provider among the seven LSP for battery manufacturing company.

scholarly journals U.S. Firm outsourcing/offshoring practices and plans: an update

2007 ◽  
Vol 18 (1) ◽  
pp. 1-17
Author(s):  
Robert L Cook ◽  
Brian J Gibson
Keyword(s):  
Supply Chain ◽  
Strategic Planning ◽  
Third Party ◽  
Third Party Logistics ◽  
Outsourcing Logistics ◽  
Future Plans

A study of U.S. firm outsourcing and offshoring practices and future plans regarding supply chain activities provides an update for supply chain managers. Specifically, the reported information provides supply chain managers of manufacturing/ merchandising firms with a competitive benchmark; facilitates third party logistics manager strategic planning efforts and provides an input to U.S. transportation planners who determine future transport and infrastructure requirements. The study reports the responses of 151 Chief Purchasing Officers from U.S. firms. Firms are benefiting from outsourcing logistics and production activities and over one-third of the firms plan to increase outsourcing spend. In addition, 60 percent of firms outsource offshore, and of these firms, 41 percent will increase their offshore spending, some by more than 50 percent.

Drug inventory management and distribution: outsourcing logistics to third‐party providers

2013 ◽  
Vol 6 (1) ◽  
pp. 48-64 ◽  
Author(s):  
Anna Azzi ◽  
Alessandro Persona ◽  
Fabio Sgarbossa ◽  
Mauro Bonin
Keyword(s):  
Inventory Management ◽  
Third Party ◽  
Outsourcing Logistics

scholarly journals Logistics Outsourcing: Why Do Not Some Italian SMEs Adopt the Externalization?

2017 ◽  
Vol 2 (2) ◽  
pp. 46 ◽  
Author(s):  
Andrea Payaro ◽  
Anna Rita Papa
Keyword(s):  
Cost Model ◽  
Third Party ◽  
Third Party Logistics ◽  
Bottom Line ◽  
Logistics Outsourcing ◽  
Logistics Services ◽  
Logistics Market ◽  
Outsourcing Logistics ◽  
Adoption Level ◽  
Large Enterprises

Logistics is a one of the common function that companies usually outsourced. The decision to keep this function in-house or contract with one or many third-party logistics (3PL) companies is entirely strategic and can dramatically impact any organization's bottom line. 3PL users report an average of 44% of their total logistics expenditures are related to outsourcing. 72% of firms are increasing their use of outsourced logistics services in 2015, which is up slightly from the average reported in recent years. Most developed outsourcing logistics market belongs to the U.S. with 88%. It is followed by Asia 48%, and Europe – 46% (O’Reilly, 2010). In Italy some industries can reach the 70%, in particular food, groceries and fashion (Osservatorio Contract Logistics del Politecnico di Milano). There are many researches about logistics and large enterprises. There are less studies about Small and medium-sized enterprises (SMEs) and logistics outsourcing. SMEs play a major role in the Italian economic system. Their business activities have become an important component of the Italian economy.This paper aims to depict the adoption level of outsourcing by Italian SMEs. By direct interviews to 28 companies’ representatives we investigate which services or processes are outsourced. We investigate the reasons why companies adopt or don’t adopt the externalization. Moreover, for every company we calculate the logistics costs of simple logistics processes. In effect, we wish to compare the logistics costs communicated by the firms and the same costs calculated with ABC (Activity Based Cost) model. This research demonstrate that SMEs adopt 3PLs only for transportation. SMEs do not know all the logistics services offered by 3PLs and SMEs think the services are dedicated only to large enterprises. Finally, many companies are not able to calculate logistics costs, then they cannot compare a 3PL offer with their real costs.

The many faces of obligation

2020 ◽  
Vol 43 ◽  
Author(s):  
Michael Tomasello
Keyword(s):  
Third Party ◽  
The Many ◽  
Sense Of Obligation

Abstract My response to the commentaries focuses on four issues: (1) the diversity both within and between cultures of the many different faces of obligation; (2) the possible evolutionary roots of the sense of obligation, including possible sources that I did not consider; (3) the possible ontogenetic roots of the sense of obligation, including especially children's understanding of groups from a third-party perspective (rather than through participation, as in my account); and (4) the relation between philosophical accounts of normative phenomena in general – which are pitched as not totally empirical – and empirical accounts such as my own. I have tried to distinguish comments that argue for extensions of the theory from those that represent genuine disagreement.

A Macintosh Interface for the Cameca Camebax-Micro Electron Microprobe

1990 ◽  
Vol 48 (1) ◽  
pp. 438-439
Author(s):  
Carl E. Henderson
Keyword(s):  
Electron Microprobe ◽  
Processing Speed ◽  
Word Processing ◽  
State Of The Art ◽  
Computer Control ◽  
Third Party ◽  
Disk Storage ◽  
The Past ◽  
User Facility ◽  
Instrument Control

Over the past few years it has become apparent in our multi-user facility that the computer system and software supplied in 1985 with our CAMECA CAMEBAX-MICRO electron microprobe analyzer has the greatest potential for improvement and updating of any component of the instrument. While the standard CAMECA software running on a DEC PDP-11/23+ computer under the RSX-11M operating system can perform almost any task required of the instrument, the commands are not always intuitive and can be difficult to remember for the casual user (of which our laboratory has many). Given the widespread and growing use of other microcomputers (such as PC’s and Macintoshes) by users of the microprobe, the PDP has become the “oddball” and has also fallen behind the state-of-the-art in terms of processing speed and disk storage capabilities. Upgrade paths within products available from DEC are considered to be too expensive for the benefits received. After using a Macintosh for other tasks in the laboratory, such as instrument use and billing records, word processing, and graphics display, its unique and “friendly” user interface suggested an easier-to-use system for computer control of the electron microprobe automation. Specifically a Macintosh IIx was chosen for its capacity for third-party add-on cards used in instrument control.

Coding for Evaluation and Treatment

2008 ◽  
Vol 18 (1) ◽  
pp. 9-20 ◽  
Author(s):  
Mark Kander ◽  
Steve White
Keyword(s):  
Medical Record ◽  
Treatment Session ◽  
Accurate Diagnosis ◽  
Third Party ◽  
Speech Language Pathologists ◽  
Adequate Information ◽  
Diagnosis Codes ◽  
Coding Rules ◽  
Procedure Codes ◽  
The Web

Abstract This article explains the development and use of ICD-9-CM diagnosis codes, CPT procedure codes, and HCPCS supply/device codes. Examples of appropriate coding combinations, and Coding rules adopted by most third party payers are given. Additionally, references for complete code lists on the Web and a list of voice-related CPT code edits are included. The reader is given adequate information to report an evaluation or treatment session with accurate diagnosis, procedure, and supply/device codes. Speech-language pathologists can accurately code services when given adequate resources and rules and are encouraged to insert relevant codes in the medical record rather than depend on billing personnel to accurately provide this information. Consultation is available from the Division 3 Reimbursement Committee members and from [email protected] .

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