scholarly journals Factors Affecting Growth of Logistics Outsourcing: A Perspective of Third-party Logistics Providers in Pakistan

2019 ◽  
Vol 13 (1) ◽  
pp. 143-160
Author(s):  
Mohammad Shaiq ◽  
Masood Hassan
Keyword(s):  
Statistical Analysis ◽  
Service Providers ◽  
Business Environment ◽  
Primary Objective ◽  
Third Party ◽  
Logistics Industry ◽  
Demand And Supply ◽  
Logistics Outsourcing ◽  
Logistics Service ◽  
Logistics Service Providers

Logistics outsourcing markets are globally expanding at a breakneck pace. Like other industries, the demand and supply forces of the logistics service industry are also affected by external determinants. The primary objective of this research is to evaluate the behavior patterns of Logistics Outsourcing Market (LOM) in Pakistan in contrast to global demand and supply patterns of the logistics industry and find out the major factors, drivers and obstacles which impact the growth of logistics outsourcing in Pakistan. For statistical analysis, this study solely relied upon the perspective of logistics service providers. A sample of 180 logistics service providers was surveyed to gather information through a semi-structured questionnaire. Results confirmed that the behavior of the logistics outsourcing market in Pakistan is tilted towards local business needs and customer demands. Statistical analysis also proved that, as far as the growth of logistics market is concerned, the internal industry factors along with national business environment have more impact on the growth of logistics outsourcing than global drivers and challenges.

scholarly journals Segmentasi Pasar Penyedia Jasa Logistik (Third Party Logistics) di Indonesia

2010 ◽  
Vol 1 (2) ◽  
pp. 332
Author(s):  
Darjat Sudrajat
Keyword(s):  
Market Segmentation ◽  
Service Providers ◽  
Marketing Strategies ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Industry ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Food And Beverage ◽  
Logistic Service

Market segmentation is fundamental in marketing strategy and the first step of market-based strategy preparation, to strengthen its marketing efficiency, and creating opportunities for sales growth and profits. This also applies to market segmentation logistics service providers (TPL - Third Party Logistics), the market is highly developed in the last decade, so that the logistics service providers has to develop marketing strategies properly. The purpose of this research is to gain a better understanding of different industries that exist today and map the needs of the logistics services of TPL customers. Based on exploration research conducted, it can be found in conformities relating to the logistics industry from several companies, ie appropriateness to the complexity of logistics activities of some companies and degree of investment of TPL services company in conducting the activity. Logistics service provider market segmentation can be based on variable complexity of logistics activities, whether it is high, medium or low and variable degrees of investment in the company whether minor, major, or integrated/total. Companies in different industries can have the same logistic service requirements and companies in the same industry can have different logistic service requirements. Client companies for logistics service providers which product handling are classified as semi-complex is the most attractive customer segments for being penetrated. The industries are classified into this segment is automotive, food and beverage, animal food, ceramic, and plantation. 

The relationship between technology and logistics third‐party providers

2003 ◽  
Vol 33 (3) ◽  
pp. 236-253 ◽  
Author(s):  
Thierry Sauvage
Keyword(s):  
Supply Chain ◽  
Service Providers ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Outsourcing ◽  
Time Compression ◽  
Logistics Service ◽  
The Third ◽  
Logistics Service Providers ◽  
The Relationship

Our work discusses the results of a survey among French logistics service providers. In a highly competitive context characterized by “time compression”, technological effort becomes a key variable and a means of differentiation between third‐party logistics providers. The success of logistics outsourcing relationships is entrenched in the third‐party's technological ability to improve the supply chain reactivity.

The Effects of the Financial Crisis on 3PL Enterprises

2013 ◽  
pp. 427-448
Author(s):  
Fotios Misopoulos ◽  
Konstantinos Papathanasiou
Keyword(s):  
Financial Crisis ◽  
Service Providers ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Industry ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Financial Crisis Of 2008

This research examines the various ways in which Third Party Logistics service providers (3PLs) are being affected by the current market turmoil, also known as the financial crisis of 2008-2010 (which still rages on). Furthermore, the research locates and analyses the countermeasures 3PLs apply in order to respond to the recession. The main focus is in the Greek market; however a global overview of the industry was considered vital in order to conceptualize the entire subject in a clear and comprehensible way. The main aspects of the logistics industry have been described, and the significance and role of 3PLs are stated appropriately. A deep research on past growth of such enterprises, combined with the effects and impacts previous crises had, and the extracted information utilized by the conducted research, has led to unquestionable results - in terms of affection and selected countermeasures - which are representative for the 3PL providers throughout the Greek market.

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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