scholarly journals Integration of Rough SWARA and COPRAS in the Performance Evaluation of Third-Party Logistics Providers

2021 ◽  
Vol 22 (1) ◽  
pp. 31-42
Author(s):  
Elya Rosiana ◽  
Annisa Kesy Garside ◽  
Ikhlasul Amallynda
Keyword(s):  
Performance Appraisal ◽  
Service Providers ◽  
Animal Feed ◽  
Evaluation Process ◽  
Assessment Method ◽  
Third Party ◽  
Third Party Logistics ◽  
Feed Production ◽  
Logistics Service Providers ◽  
Production Company

Currently, the use of logistics service providers in companies has become a decision chosen by several companies. Companies use Third Party Logistics (3PL) to focus more on other essential activities in the company. Evaluating the performance of a 3PL provider is an essential process in determining performance of a 3PL provider. A wrong evaluation process could lead to company’s loss. The main objective of this study was to propose a 3PL performance appraisal procedure. This study integrated the Rough method Step-wise Weight Assessment Ratio Analysis (SWARA) and the Complex Proportional Assessment Method (COPRAS) to assess the performance of 3PL providers. The SWARA Rough method was used to assess the ranking of the criteria. The results of the Rough SWARA ranking were utilized by the COPRAS method to assess supplier performance. A case study was conducted in an animal feed production company in Indonesia. The results showed that there were criteria for product safety; on-time delivery, responsiveness, and flexibility with the greatest weight among the 16 criteria used.

scholarly journals Evaluation and Selection of Nigerian Third-Party Logistics Service Providers Using Multi-Criteria Decision Models

2021 ◽  
Vol 12 (1) ◽  
pp. 135-146
Author(s):  
E.A. Ejem ◽  
C.M. Uka ◽  
D.N. Dike ◽  
C.C. Ikeogu ◽  
C.C. Igboanusi ◽  
...  
Keyword(s):  
Service Providers ◽  
Service Level ◽  
Decision Makers ◽  
Third Party ◽  
Decision Models ◽  
Third Party Logistics ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Selection Of

Abstract This paper is focused on solving the evaluation and selection of 3PL’s by applying multi-criteria decision-making methods. Nigerian Breweries, Nigerian Bottling Company (NBC), AG Leventis, Kobo logistics, and Flour Mills of Nigeria (FMN) were understudied. The main criteria on which evaluation is based were established: Cost, Service level, Financial Capability, Reputation and Long-term relationship. A combination of two quantitative models was adopted in the study. Relevant data were collected through an oral interview with managers and key decision-makers at the companies. SWARA was first applied to the collated data to determine the relative weights of the criteria. Afterwards, the TOPSIS was applied to the weights developed using SWARA and on the performance of the selected service providers. After the analysis, the best service provider was identified as supplier 2 while the worst was supplier 5.

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.

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