The 2008 Survey of Indian Third-Party Logistics (3PL) Service Providers

2011 ◽  
Vol 2 (1) ◽  
pp. 57-75 ◽  
Author(s):  
Subrata Mitra
Keyword(s):  
North America ◽  
Service Providers ◽  
The State ◽  
Third Party ◽  
Economic Policies ◽  
Third Party Logistics ◽  
Indian Market ◽  
Indian Government ◽  
Performance Levels ◽  
Key Variables

This paper presents a survey of Indian third-party logistics (3PL) providers and compares the state of the industry with that in 2004 based on an earlier survey. The 3PL industries of India and North America are also compared. The survey finds that the Indian 3PL industry lags behind North America in terms of global reach and breadth of service. Indian 3PL providers also underperform in key variables that determine performance levels. Other problems identified by the survey are the lack of awareness among Indian shippers, shortage of management talent, inadequate infrastructure, complex documentations, and multiple tax systems. Despite these limitations, the Indian 3PL industry is growing. Many global players are entering the Indian market through direct investments, acquisitions, and alliances. The Indian government is also improving the infrastructure, reducing paperwork, simplifying taxation systems, and implementing economic policies conducive to growth. This paper provides significant insights for logistics managers, government, and other stakeholders.

The 2008 Survey of Indian Third-Party Logistics (3PL) Service Providers

2013 ◽  
pp. 129-147
Author(s):  
Subrata Mitra
Keyword(s):  
North America ◽  
Service Providers ◽  
The State ◽  
Third Party ◽  
Economic Policies ◽  
Third Party Logistics ◽  
Indian Market ◽  
Indian Government ◽  
Key Variables ◽  
Tax Systems

This paper presents a survey of Indian third-party logistics (3PL) providers and compares the state of the industry with that in 2004 based on an earlier survey. The 3PL industries of India and North America are also compared. The survey finds that the Indian 3PL industry lags behind North America in terms of global reach and breadth of service. Indian 3PL providers also underperform in key variables that determine performance levels. Other problems identified by the survey are the lack of awareness among Indian shippers, shortage of management talent, inadequate infrastructure, complex documentations, and multiple tax systems. Despite these limitations, the Indian 3PL industry is growing. Many global players are entering the Indian market through direct investments, acquisitions, and alliances. The Indian government is also improving the infrastructure, reducing paperwork, simplifying taxation systems, and implementing economic policies conducive to growth. This paper provides significant insights for logistics managers, government, and other stakeholders.

Explaining Successful Implementation of Logistics Information Technology (LIT): An empirical study

2013 ◽  
Vol 03 (08) ◽  
pp. 11-19
Author(s):  
Suhana Mohezar ◽  
Azmin Azliza Aziz ◽  
Mohd Aidil Riduan Kader Awang
Keyword(s):  
Information Technology ◽  
Service Providers ◽  
Third Party ◽  
Process Reengineering ◽  
Successful Implementation ◽  
Third Party Logistics ◽  
Management Support ◽  
Cross Sectional ◽  
Top Management Support ◽  
Logistics Information

This paper aims to examine the factors influencing successful logistics information technology (LIT) among third-party logistics (3PL) service providers. Cross-sectional data from 136 Malaysian 3PL service providers were collected. Our findings indicate that the existence of technological capability, top management support, effective enterprise-wide communication and business process reengineering are pertinent. Nonetheless, the result demonstrate that firm size do not play a role in such initiative.

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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