PurposeThe paper aims to put forward a transactional center approach to the four‐party logistics (4PL) development. For about ten years, the European logistics industry has indeed been undergoing massive changes by which dematerialized logistics service providers, also called 4PL, have become more and more important. Special emphasis is placed on their role of intermediary between the supply chain members, on the basis of the implementation of inter‐organizational information systems (IOS).Design/methodology/approachThe paper goes over the research literature on 4PL referring to the info‐mediation and intermediation processes. The accent is on the electronic brokerage application and on the main hindrances to 4PL development. Three propositions are put forward concerning a relevant research program.FindingsThe findings in this paper show that understanding 4PL's strategy dynamics requires going into the specific details of the role of transactional center. Thus, thanks to the effective management of IOS, some 4PL could become the hub firms of network organizations. To do that, they will have to acquire a thorough expertise on selecting network members and monitoring supply chain interfaces.Originality/valueIn this paper a preliminary framework provides elements of discussion to enable a better understanding of the transformation process of the logistics industry. The interest for managers and academics is to illustrate how 4PL are becoming the agents for strategic change, while an excessive importance is usually attached only to manufacturers and large retailers in the academic literature.
À l'opposé de l'image de simples opérateurs de transport qui leur est parfois associée, certains PSL ont su développer un métier d'ensemblier capable de prendre en charge une large palette d'opérations logistiques et paraindustrielles pour de multiples clients. Loin d'être démunis face à l'émergence des entreprises dites virtuelles, ils leur apportent une compétence de gestion des interfaces qui participe activement à la mise à disposition des produits dans les meilleures conditions de coût, de délai et de qualité de service. L'article explore cette réalité organisationnelle en soulignant comment certains PSL d'entreprises virtuelles, pourraient gravir une nouvelle marche en devenant, à terme, leur véritable pilote.
PAR FRANÇOIS FULCONIS, GILLES PACHÉ
Piloter des entreprises virtuellesQuel rôle pour les prestataires de services logistiques ? 12/Fulconis/156 31/05/05 11:09 Page 167 Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com Piloter des entreprises virtuelles 175 12/Fulconis/156 30/05/05 15:56 Page 175 Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com
Purpose
The purpose of this viewpoint is to analyze the emergence of a modified equilibrium in the relationship between buyers (“shippers”) and suppliers (“providers”) of logistical services. In the 1990s, the logistical service providers (LSPs) had relatively little power and were often asked to perform basic operations. The situation has evolved as a result of proactive strategies implemented by some forward-thinking LSPs. In this viewpoint, the emphasis is on the strategies developed by shippers which the authors labeled the “ramp effect”.
Design/methodology/approach
The authors discuss the impact of the ramp effect on LSPs’ innovation processes. This viewpoint is based on the authors’ experience in the field, on a literature review focused on the logistics industry and on the purchasing strategies applied to logistical services.
Findings
The authors show that the buyers of logistical services have lost some of their power because of two main factors: LSPs’ embeddedness in the shipper’s supply chain and the transformation of LSPs into orchestrators (labeled fourth-party logistics). This viewpoint discusses the relational disequilibrium between shippers and LSPs rather than the cooperative relationships between them.
Originality/value
The ramp effect as a source of innovation and proactive strategies for LSPs has never been covered in the management literature. This viewpoint provides both academics and practitioners with a different perspective of the relational disequilibrium between buyers and sellers of logistical services.
Résumé Si l’objectif du Pôle Européen d’Innovation Fruits et Légumes (PEIFL) est clair - encourager les innovations tout au long de la filière agroalimentaire - la question de sa gouvernance se pose. Dans ce contexte, à l’aide d’un modèle d’analyse des structures en réseau, une description originale de ses caractéristiques est proposée. Sur la base de cette analyse, un diagnostic de son fonctionnement est effectué et des préconisations managériales sont formulées.
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