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PurposeThe rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.Design/methodology/approachThis study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.FindingsThis research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.Practical implicationsThe results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.Originality/valueThe authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.
PurposeThe rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.Design/methodology/approachThis study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.FindingsThis research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.Practical implicationsThe results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.Originality/valueThe authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.
Purpose The logistics industry has undergone a tremendous transformation. This transformation is necessary to cope with the fundamental changes in customer expectations and the need for digitalization imposed by the pandemic, changes in the socioeconomic world, and innovative technology solutions. This paper aims to present digital transformation as an integrated framework for transforming the operating model and applying advanced solutions to the ecosystem of a quintile logistics (5PL) company. 5PL operators are typically an ecosystem. Loosely coupled or self-organized entities that collaborate in a symbiotic relationship represent this ecosystem. They aim to jointly develop capabilities, create innovative services or solutions, share knowledge, facilitate transactions, and leverage network synergies in a logistics environment to provide optimized or novel customer- or partner-centric solutions (Lamberjohann and Otto, 2020). Design/methodology/approach Currently, there is no single definition of an integrated logistics operations model in 5PL practice, so the qualitative method used in this paper allows for investigation from an exploratory perspective. The paper follows a qualitative research methodology, collecting and analyzing data/facts through interviews and visits to subject matter experts, industry practitioners, and academic researchers, combined with an extensive review of academic publications, industry reports, and written and media content from established organizations in the marketplace. This paper follows a qualitative research methodology, as it is an inquiry rather than a statistical study. The qualitative method allows the study of the concepts of phenomena and definitions, their characteristics, and the defining features that serve as the basis (Berg, 2007). It emphasizes generalized interpretation and deeper understanding of concepts, which would be more difficult in quantitative, statistically based research. Fact-finding was conducted in two ways: in-depth interviews with experts from academia, information and communication technology organizations, and key players in the logistics industry; and academic publications, industry reports, and written and media content from established national and international organizations in the market. Findings The operations model introduced considers six aspects: persons, processes, platforms, partners, protection and preservation. A virtual team approach can support the personal side of the 5PL ecosystem’s digital transformation. Managing a 5PL ecosystem should be based on collaborative planning, forecasting, and replenishment methods (Parsa et al., 2020). A digital platform can support trust among the stakeholders in the ecosystem. A blockchain solution can powerfully support the 5PL ecosystem from partner relationships’ points of view. The implementation of a cybersecurity reference model is important for protection (Bandari, 2023). Reverse logistics and an integrated approach support the preservation of the ecosystem. Research limitations/implications While the author has experience applying the different components of the operations model presented, it would be interesting to find a 5PL that would use all the components presented in an integrated way. The operations model presented applies to any similar ecosystem with minor adaptations. Practical implications This paper addresses operations models and digital transformation challenges for optimizing 5PL operators. It provides several opportunities and considerations for 5PL operators interested in improving their management and operations to cope with the growing challenges of today’s world. Social implications The competitiveness and long-term performance of 5PL operators depend on selecting and carefully implementing their operations models. This paper emphasizes the importance of using advanced operations models. Originality/value The operations model derives from the author’s personal experiences in research and the innovative application of these models to logistics operators (DHL, UPS, Poste Italiane and others). This paper brings together academic and industry perspectives and operations models in an integrated business digital transformation. This paper defines an original optimal operations model for a 5PL operator and can add sustainable value to organizations and society. In doing so, it outlines different solution requirements, the critical success factors and the challenges for solutions and brings logistical performance objectives when implementing a digital business transformation.
gazetaprawna.pl 23. edycja rankingu firm tsl D5 Miejsce w rankingu Nazwa firmy Podano wskaźniki finansowe dla: Prezentacja w rankingu jako: Rok założenia firmy Pochodzenie kapitału Udział kapitału polskiego Przychody 2017 (w zł) Przychody 2016 (w zł) Dynamika przychodu (2016 = 100%) Przychody z TSL 2017 (w zł) Przychody z TSL 2016 (w zł) Dynamika przychodu TSL (2016 = 100%) Zysk brutto 2017 (w zł) Zysk brutto 2016 (w zł) Dynamika zysku brutto (2016 = 100%) Zysk netto 2017 (w zł) Zysk netto 2016 (w zł) Dynamika zysku netto (2016 = 100%) Główne źródło przychodów działalności TSL 2017 Zasięg działalności TSL Ogólny zakres działania firmy Wykorzystywane gałęzie transportu Rodzaj obsługiwanego ładunku obsługa e-commerce Zatrudnienie w Polsce ogółem 2017 Zatrudnienie w Polsce ogółem 2016 Dynamika zatrudnienia (2016 = 100%) Udział kobiet na stanowiskach kierowniczych Raport Społeczny (opis zaangażowania społęcznego) rodzaj działalności rodzaj działalności (szczegółowo) rodzaj ładynku obszar geograficzny transport spedycja konsolidacja ładunku usługi magazynowe usługi celne zarządzanie frachtem usługi logistyczne usługi kurierskie inne usługi TSL drogowy kolejowy lotniczy morski / oceaniczny żegluga śródlądowa kombinowany szyna-droga całopojazdowe drobnicowe częściowe towary masowe -sypkie towary masowe -płynne i/ lub gazowe kontenery drobnica konwencjonalna drobnica spaletyzowana, w kontenerach lub w specjalnych pojemnikach paczki przesyłki kurierskie ładunki ponadgabarytowe ładunki niebezpieczne ADR) ładunki w temperaturze kontrolowanej przesyłki celne inne typ klienta e-commerc zmiana udziału e-com. 2017 vs. 2016 2017 2016 przygotowuje udostępnia publicznie * w wynikach / informacjach grupowych grupy Raben ujęte są również wyniki / dane Fresh Logistics, która prezentowana jest również w rankingu oddzielnie Za opracowanie "Rankingu TSL" odpowiada prof. Halina Brdulak
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