What is the Role of Third Party Logistics (3PL) Partners in an Omni-Channel Strategy?

2016 ◽  
Vol 7 (1) ◽  
pp. 22-32 ◽  
Author(s):  
Alea M. Fairchild
Keyword(s):  
Core Competency ◽  
Third Party ◽  
Third Party Logistics ◽  
Sales Channels ◽  
The Core ◽  
Channel Strategy ◽  
Substantial Investment ◽  
A Chain ◽  
Selection Of

The logistical infrastructure of the supply chains of online and offline sales channels of suppliers have been historically often completely separate. In the growing mobile commerce market, customers interact with suppliers using multiple touch points in one overall stream of information and goods which is considered an omni-channel. For larger suppliers, this can be an intricate chain of either their own resources or global partners. For many smaller suppliers, this is a chain of third parties adding value to the core competency of the supplier. The selection of a logistics partner for a small and medium-sized enterprise (SME) is a substantial investment in both infrastructure and a trusted relationship. But do SME suppliers know what they are looking for in an omni-channel strategy, and why? This article examines what characteristics an SME looks for in a 3PL partner in an omni-channel strategy, and discusses how an omni-channel strategy can be developed for these players.

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.

Overview on 3PL Selection Problem

2013 ◽  
pp. 266-279
Author(s):  
Aicha Aguezzoul
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Third Party ◽  
Selection Problem ◽  
Third Party Logistics ◽  
Literature Analysis ◽  
Chain Management

Many companies outsource their logistics functions to Third-Party Logistics providers (3PL) instead of achieving them internally. The studies on this field are mostly of empirical type and focused on reasons, benefits, and risks of working with 3PL as well as the role of those on supply chain management. This chapter focuses on 3PL selection problem and presents a literature analysis of 47 articles published within 2001-2011 period. The objective is to identify the mainly approaches applied and their evaluating criteria in measuring the performance of 3PL.

Prioritising the Factors for Analysing Service Quality of 3PL: AHP Approach

2017 ◽  
Vol 13 (1-2) ◽  
pp. 34-42 ◽  
Author(s):  
Anchal Gupta ◽  
Rajesh K. Singh ◽  
P.K. Suri
Keyword(s):  
Supply Chain ◽  
Service Quality ◽  
Third Party ◽  
Quality Of Services ◽  
Third Party Logistics ◽  
Analytical Hierarchical Process ◽  
Evaluation Of Parameters ◽  
Timely Delivery ◽  
Selection Of

Due to wide growth of digitalisation and globalisation, organisations need to serve customer demand with quality services, domestically as well as globally. Organisations always preferred to outsource their supply chain and logistics operations to third-party logistics (3PL) for the purpose of timely delivery and better service quality. This article aimed to find out the key parameters that affect the quality of services provided by 3PL to the organisations. Assets, processes and services are the three broader categories desired by organisations at the time of selection of best 3PL. The evaluation of parameters under these categories has been done by using Analytical Hierarchical Process (AHP) and the ranking of parameters may help the organisations to make the best decision regarding selection of best 3PL among all the available alternatives.

scholarly journals Z-MABAC Method for the Selection of Third-Party Logistics Suppliers in Fuzzy Environment

IEEE Access ◽  
2020 ◽  
Vol 8 ◽  
pp. 199111-199119
Author(s):  
Jianping Fan ◽  
Runan Guan ◽  
Meiqin Wu
Keyword(s):  
Third Party ◽  
Third Party Logistics ◽  
Fuzzy Environment ◽  
Selection Of

scholarly journals Top-down or bottom-up? The selection of shadow rapporteurs in the European Parliament

2020 ◽  
Vol 21 (4) ◽  
pp. 706-727
Author(s):  
Frank M Häge ◽  
Nils Ringe
Keyword(s):  
European Parliament ◽  
Third Party ◽  
Top Down ◽  
Bottom Up ◽  
Principal Agent Theory ◽  
Policy Positions ◽  
Competing Demands ◽  
Group Members ◽  
Selection Of

Shadow rapporteurs play an important role in developing the European Parliament’s collective policy positions and in defending them in inter-institutional negotiations. This study sheds light on the ‘how’ and ‘why’ of shadow rapporteur selection. Qualitative insights from practitioner interviews and a quantitative analysis of shadow rapporteur data from the 7th European Parliament (2009–2014) indicate that the appointment process is primarily one of bottom-up self-selection by group members based on their policy interests. The party group leadership, in the form of group coordinators, plays an important coordinating role when there is competition for a shadow rapporteurship. However, the role of group coordinators is more akin to a third-party arbiter of competing demands than a mechanism of top-down control by the leadership, as suggested by principal-agent theory.

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