scholarly journals An Improved Revenue Distribution Model for Logistics Service Supply Chain Considering Fairness Preference

2021 ◽  
Vol 13 (12) ◽  
pp. 6711
Author(s):  
Fuqiang Lu ◽  
Liying Wang ◽  
Hualing Bi ◽  
Zichao Du ◽  
Suxin Wang
Keyword(s):  
Supply Chain ◽  
Distribution Ratio ◽  
Service Providers ◽  
Inequity Aversion ◽  
Distribution Model ◽  
Total Utility ◽  
Logistics Service ◽  
Service Supply Chain ◽  
Logistics Service Providers ◽  
Decision Making Behavior

Revenue distribution is an important issue in the operations of a logistics service supply chain (LSSC). The existing works on revenue distribution are mostly based on the assumption of rational economic people that are purely self-interested. However, people also have a fairness preference, which impacts people’s decision-making behavior or even the success operations of the LSSC. For a two-level supply chain consisting of logistics service integrator (LSI) and several functional logistics service providers (FLSP), this paper establishes an improved revenue distribution model considering FLSPs’ inequity aversion. Specifically, the BO model (abbreviation of a model proposed by Bolton and Ockenfels in 2000) is improved to describe the FLSPs’ inequity aversion, which is combined into the conventional revenue distribution model. The proposed model aims to maximize the revenue of logistics service supply chain and obtains the best revenue distribution ratio of each member under equilibrium. In the numerical cases, the impacts of inequity aversion and the number of members with inequity aversion on the revenue distribution are discussed, respectively. The results show that a higher degree of FLSP’s advantageous inequity aversion corresponds to a lower revenue distribution ratio; a higher degree of FLSP’s disadvantageous inequity aversion corresponds to a higher revenue distribution ratio. Increasing the number of FLSP members with inequity aversion results in a higher profit of LSI and lower total utility of FLSPs and the utility of the supply chain. The more FLSP members with inequity aversion there are, the higher the LSI’s profit is, and the lower the total utility of FLSPs and the utility of supply chain are. In addition, the revenue distribution ratio of the FLSP increases with its relative fairness revenue coefficient among FLSPs.

scholarly journals Study on Task Assignment of Two-stage Multi-service Capability Port Logistics Service Providers

2020 ◽  
Vol 3 (2) ◽  
Author(s):  
Zhaowei Meng ◽  
Xiaoguang Wang
Keyword(s):  
Supply Chain ◽  
Evaluation Method ◽  
Service Providers ◽  
Task Assignment ◽  
Two Stage ◽  
Logistics Service ◽  
Service Supply Chain ◽  
Logistics Service Providers ◽  
Port Logistics ◽  
Service Capability

This paper mainly studies the problem of multi-task assignment of providers in port logistics service supply chain. As a core enterprise, port plays the role of logistics service integrator.With the continuous development of industrial integration, logistics service providers not only provide one kind of logistics service, but also develop into composite suppliers who capable of providing a variety of logistics services . This paper studies the task assignment problem of multi-service capability providers in the port logistics service supply chain. The two-stage logistics service provider task assignment model was built ,which is based on the mixed evaluation method (including MOORA and FMEA) and the multi-objective planning method. Eventually, the effectiveness of the model method was verified by combining with an example.

scholarly journals Modeling logistics service providers in a non-cooperative supply chain

2016 ◽  
Vol 40 (13-14) ◽  
pp. 6340-6358 ◽  
Author(s):  
Ernesto D.R. Santibanez-Gonzalez ◽  
Ali Diabat
Keyword(s):  
Supply Chain ◽  
Service Providers ◽  
Logistics Service ◽  
Logistics Service Providers

scholarly journals Environmental alignment between logistics service providers and shippers – a supply chain perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 575-605
Author(s):  
Maria Huge-Brodin ◽  
Edward Sweeney ◽  
Pietro Evangelista
Keyword(s):  
Supply Chain ◽  
Stakeholder Theory ◽  
Success Factors ◽  
Service Providers ◽  
Three Dimensional ◽  
Content Type ◽  
Study Approach ◽  
Logistics Service ◽  
Sustainable Logistics ◽  
Logistics Service Providers

PurposeVarious suggested paths for greening logistics and supply chains often address the specific perspectives of single supply chain actors. Drawing on stakeholder theory, the purpose of this paper is to develop a deeper understanding of the alignment between logistics service providers (LSPs) and shippers in the context of adopting more environmentally sustainable logistics practices.Design/methodology/approachWith a case study approach, a dual perspective is taken in which both LSPs and shippers were researched. The cases comprise eight LSPs and six shipper companies in Sweden, Italy and Ireland. Information was first analysed in relation to levels of environmental awareness, customer requirements and provider offerings and critical success factors (CSFs) and inhibitors. In a second step, the findings were analysed using stakeholder theory.FindingsLSPs demonstrate higher ambition levels and more concrete offerings compared to shippers' requirements for green logistics services. Paradoxically, customers are an important CSF and also an inhibitor for both LSPs and shippers. Both LSPs and shippers perceive financial factors and senior management priorities as important CSFs. The application of stakeholder theory helps to illuminate the importance of the many secondary stakeholders vs that of one or a relatively small number of primary stakeholders.Originality/valueThe three-dimensional analysis of environmental alignment between LSPs and shippers reinforces existing knowledge and provides new insights. A novel use of stakeholder theory in a supply chain context underlines its usefulness in research of this kind.

4PL Intermediation

2017 ◽  
pp. 64-85 ◽  
Author(s):  
Nejib Fattam ◽  
Gilles Paché
Keyword(s):  
Social Capital ◽  
Supply Chain ◽  
Ad Hoc ◽  
Service Providers ◽  
Short Term ◽  
Logistics Service ◽  
Logistics Service Providers ◽  
Fourth Party Logistics ◽  
Major Criterion ◽  
Relief Operations

The 2000s have seen the increased development of a different type of logistics service providers known as fourth party logistics (4PL) service providers. Those providers are now very involved in the short-term “transient” logistics needed by large retailers to organize the supply chain for some of their promotional activities that only last few days, or NGO to organize efficient relief operations after a disaster. Hence, 4PL firms can be considered dynamic assemblers of logistical resources they capture from partners in order to satisfy clients. A major criterion required for a successful 4PL intermediation is trust, as key element of social capital, and this chapter discusses the importance of trust in the efficient operations of this transient or ad hoc relationship between the 4PL and the client.

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