scholarly journals Contemporary Tendencies in Third Party Logistics

2017 ◽  
Author(s):  
Aleksandrs Kotlars ◽  
Dmitrijs Solovjovs ◽  
Valerijs Skribans
Keyword(s):  
Scientific Literature ◽  
Value Added ◽  
Business Case ◽  
Third Party ◽  
Third Party Logistics ◽  
Knowledge Based ◽  
Main Emphasis ◽  
Logistics Services ◽  
Further Development

Contemporary third party logistics (3PL) companies tend to broaden their competences in different fields and apart from traditional logistics services provide various value-added services to their customers. An inductive analysis of 3PL related literature is required, in order to define possible directions for development of contemporary 3PL companies. The purpose of this paper is, foremost, to discover contemporary tendencies of 3PL activities through investigation of literature. Second, to systematically classify 3PL activities discussed in scientific literature. Third, discover areas that require further development. The paper is based on systematic review and classification of articles related to 3PL activities that were published in scientific journals and databases. This paper is organized as follows. First part contains quantitative analysis of literature and description of authors’ developed directions of 3PL activities. Subsequent sections contain qualitative review of modern 3PL tendencies by each of pre-defined areas. Last section aims at providing conclusions and suggestions for further research. The key findings are following. Majority of studies of 3PL activities are based on particular business case or survey that does not allow to make conclusion about industry in general. Main emphasis in contemporary research is done on knowledge-based services. It is agreed that core logistics services are tended to be replaced by value-added services.

Pricing of 3PL Services

2013 ◽  
pp. 376-387
Author(s):  
Papasotiriou Dimitris
Keyword(s):  
Integrated Approach ◽  
Third Party ◽  
Technical Knowledge ◽  
Third Party Logistics ◽  
The Third Party Logistics ◽  
The Third ◽  
Logistics Services ◽  
Logistics Market ◽  
Selection Of

The project of pricing logistics services in the Logistics-Services-Provider sector is extremely difficult due to the absence of adequate technical knowledge in the Logistics market. This knowledge is not taught in special and integrated approach. The Logistics market is in need of a sector responsible for recording all pricing methods as regards the provision of pricing services. This sector has to be fully functional, efficient, and rational. This chapter aims at the development of an integrated record for the identification and classification of the advantages – disadvantages and key criteria as regards the selection of pricing methods in the third party logistics (3PLs) market sector. The key finding of this chapter contribute to the identification and classification of pricing methods, possibly applied in future 3PL projects.

scholarly journals Resource and Internal Process Management in Third Party Logistics

2018 ◽  
Vol 32 (1) ◽  
pp. 228-246
Author(s):  
Aleksandrs Kotlars
Keyword(s):  
System Dynamics ◽  
Process Management ◽  
Value Added ◽  
Third Party ◽  
Third Party Logistics ◽  
Internal Resources ◽  
Commercial Activities ◽  
Model Of Management ◽  
And Performance ◽  
A Company

Abstract Contemporary third-party logistics (3PL) companies tend to broaden their competences in different fields and apart from traditional logistics services provide various value-added services to their customers. A systematic approach of 3PL resource management, as well as performance and quality indicator measurement are needed to forecast development of key performance indicators of a company. The purpose of this study is to discover contemporary tendencies of 3PL with regard to resources, performance and quality related issues, to determine resources, processes and quality indicators of 3PL, and to develop a system dynamics model for optimization of internal resources and processes of a company. The paper provides a systematic review of literature related to management of 3PL resources, quality and performance measurement. A model of management and optimization of 3PL resources and internal processes is developed by applying System Dynamics. The developed model consists of six blocks, namely, commercial activities, operations, procurement, administration, personnel management and quality management, representing different areas of internal activities of 3PL.

The use of third-party logistics services by European industry

1998 ◽  
Vol 1 (3) ◽  
pp. 167-179 ◽  
Author(s):  
Melvyn J. Peters ◽  
Hugh L. Randall ◽  
Robert C. Lieb
Keyword(s):  
Third Party ◽  
Third Party Logistics ◽  
Logistics Services ◽  
European Industry

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.

Information Exchange, Responsiveness and Logistics Provider Performance

1996 ◽  
Vol 7 (2) ◽  
pp. 43-58 ◽  
Author(s):  
Theodore P. Stank ◽  
Patricia J. Daugherty ◽  
Alexander E. Ellinger
Keyword(s):  
Conceptual Model ◽  
Information Exchange ◽  
Third Party ◽  
Third Party Logistics ◽  
Performance Information ◽  
Provider Performance ◽  
Logistics Services ◽  
Trading Partners ◽  
And Performance ◽  
The Impact

The impact of information exchange on suppliers' performance is investigated in the context of trade relationships formed between manufacturers and third party providers of international logistics services. A conceptual model that predicts the important linkages among information exchange, responsiveness and performance is introduced and tested. The research shows that information exchange positively affects customers' perceptions of third party logistics providers' performance; information exchange also positively affects logistics providers' service responsiveness; and logistics provider responsiveness affects customers' perceptions of the providers' performance. These linkages provide a fuller understanding of why and how information exchange influences manufacturers' perceptions of the performance of third party logistics providers. Logistics providers that used information obtained from trading partners to develop more responsive operations were viewed as better performers.

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.

Research and Application of Integrated Electronic Commerce Platform in the Steel Industry Chain

2013 ◽  
Vol 312 ◽  
pp. 455-459
Author(s):  
Hong Zhang ◽  
Ping Wu ◽  
Zhen Li ◽  
Dong Zhang
Keyword(s):  
Electronic Commerce ◽  
21St Century ◽  
Steel Industry ◽  
Third Party ◽  
Third Party Logistics ◽  
Industry Chain ◽  
One Stop ◽  
Chain Theory ◽  
Further Development ◽  
Decentralized Model

In the 21st century, with the further deepening of informationalization, competition among the steel industry chain has gradually upgraded to that of its e-commerce service. On the basis of bus-based industry chain theory, the architecture of integrated e-commerce platform in the steel industry chain is built. The platform involves upstream and downstream enterprises, including manufacturers, processing centers, trading companies, third-party logistics companies, and customers, etc. different from previous decentralized model of e-commerce platform, through the integrated e-commerce platform, customers can complete all business with one-stop, and improved their service perception and satisfaction. And new model is more promoted and implicated in other industry. The system has been applied in the enterprises, and the result is very good. The bus-based integrated e-commerce platform will become one of the paths for enterprise to further development.

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