2015
DOI: 10.1016/j.tre.2014.10.015
|View full text |Cite
|
Sign up to set email alerts
|

A strategic approach to improve sustainability in transportation service procurement

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

0
8
0
1

Year Published

2016
2016
2023
2023

Publication Types

Select...
6
1

Relationship

0
7

Authors

Journals

citations
Cited by 42 publications
(12 citation statements)
references
References 30 publications
0
8
0
1
Order By: Relevance
“…The contracts, trade-off policies, environmentally friendly outsourcing, and designing appropriate strategies can also be effective tools for achieving sustainability. The strategies for the acquisition of full truck-load transportation services will reduce the carbon footprint and thus enhance the environmental sustainability in transportation services (Jothi Basu et al , 2015). Similarly, the strategies can be made to choose certified suppliers either for road or sea transport (Tesfay, 2014) and contracts can reduce the cost, risk and enhance the competitiveness (Eng-Larsson and Norrman, 2014).…”
Section: Discussionmentioning
confidence: 99%
“…The contracts, trade-off policies, environmentally friendly outsourcing, and designing appropriate strategies can also be effective tools for achieving sustainability. The strategies for the acquisition of full truck-load transportation services will reduce the carbon footprint and thus enhance the environmental sustainability in transportation services (Jothi Basu et al , 2015). Similarly, the strategies can be made to choose certified suppliers either for road or sea transport (Tesfay, 2014) and contracts can reduce the cost, risk and enhance the competitiveness (Eng-Larsson and Norrman, 2014).…”
Section: Discussionmentioning
confidence: 99%
“…Sustainable buying helps firms to derive numerous benefits. Some of these benefits are value for money, sustain economic development, promotes intangible savings and innovation, supports technology transfer, reduce poverty rates, expands local market, improve supplier capacity, enhances competition, job creation, wealth creation, and reduction in harmful emission and improves working condition (Public Buying Authority, 2017); sustainable development (Preuss, 2009;Ball and Bebbington, 2008); economic development (Adham and Siwar, 2012); improved performance (Zhu, Sarkis and Lai, 2012); superior performance (Akenroye, 2013); value for money and sustainable buying (Caldwell, Walker, Harland, Knight, Zheng and Wakeley, 2005); reduction in carbon emission (Basu, Bai and Palaniappan, 2015).…”
Section: Benefits Of Sustainable Buyingmentioning
confidence: 99%
“…However, some nonprice factors can be identified as influential fields in such problems including on-time performance of the carrier, availability of proper equipment, familiarity with shipper's operation, and even billing accuracy (Jothi Basu et al, 2015b). For instance, we can refer some cases in which the mentioned non-price factors have been considered like a multi-objective model that simultaneously minimizes cost, and maximizes shipper's confidence and marketplace fairness (Ignatius et al, 2014) or sustainability of full truck-load transportation service procurement which was focused in transport logistics via the carrier assignment problem (Jothi Basu et al, 2015a). Also, the pickup and delivery problem with profits, time windows, and reserved requests were within a bid generation problem (Li et al, 2016).…”
Section: Literature Reviewmentioning
confidence: 99%
“…Perspective Shipper (Buer and Pankratz, 2010), (Ma et al, 2010), (Rekik and Mellouli, 2012), (Remli and Rekik, 2013), (Buer and Kopfer, 2014), (Ignatius et al, 2014), (Jothi Basu et al, 2015a), (Jothi Basu et al, 2015b), (Chi, 2015), (Hu et al, 2016), (Feki et al, 2016), (Yan et al, 2017), (Yan et al, 2018a), (Yan et al, 2018b), (Zhang and Hu, 2019), (Othmane et al, 2019), (Yang et al, 2019), (Yang and Huang, 2020), (Triki, 2021), This paper Carrier (Wang and Xia, 2005), (Kwon et al, 2005), (Lee et al, 2007), (Zhang et al, 2014), (Triki et al, 2014), (Chi, 2015), (Kuyzu et al, 2015), (Jothi Basu et al, 2015b), (Li et al, 2016), (Rekik et al, 2017), (Yan et al, 2017), (Yan et al, 2018a), (Yan et al, 2018b), (Mamaghani et al, 2019), (Hammami et al, 2019), (Olcaytu and Kuyzu, 2019), (Qian et al, 2020), (Yan et al, 2020), (Hammami et al, 2020) TSP Type Bid Generation Problem (Lee et al, 2007), (Triki et al, 2014), (Kuyzu et al, 2015),…”
Section: Featurementioning
confidence: 99%