How logistics‐service providers can develop value‐added services for SMEs: a dyadic perspective

Abstract

Purpose -This work aims to combine the perspectives of logistics-service providers (LSPs) and small and medium-sized enterprises (SME) in the development of value-added logistics services. The purpose was to create a theory-based and initially tested framework that could help both service providers and SMEs identify new opportunities for developing their logistics. Design/methodology/approach -The research followed design-science methodology and was carried out via semi-structured interviews within the case company (a large Finnish LSP), its customers, and experts from the area of logistics services. Data on companies offering value-added logistics services were also used in the research. The focus of the research was on advanced valueadded logistics services. Findings -The paper presents a framework for categorizing logistics services for SMEs and proposes new logistics-service models for SME customers. Altogether, three service models are proposed to bridge the gap between LSP and SME customers. In particular, the consulting-oriented approach seemed to be appropriate for the SMEs. The other two models, 3PL with planning and Outsourced Chief Logistics Officer, require more effort from both parties.Research limitations/implications -The paper presents a theoretical framework for categorizing logistics services and discusses the strategic options for an LSP to expand its service portfolio. However, further empirical research related to logistics-service design is needed to develop the framework further and to improve its external validity. Practical implications -This work offers insights that support LSPs to develop their service offerings to better match the needs of SMEs, and also allow managers of SMEs to better utilize the available LSP competence and services. Originality/value -The existing research in the area of value-added logistics services has mainly focused on either the customer perspective or the service-provider perspective. The dyad combining these perspectives has been largely neglected. Furthermore, studies in this area have been on large enterprises as opposed to SMEs. This work fills this gap by designing value-added logistics-service models that combine SME needs with LSP capabilities.

Environmental practices as offerings and requirements on the logistics market

“…One important aspect of the research for this paper is that for all data collection methods, both the LSPs and the shippers have been studied. This way of addressing the problem is rare, but pointed out as important for improving supply chain environmental performance [9,54].…”

Assessing efficiency and innovation in the 3PL industry: an empirical analysis

“…Skjoett-Larsen 2000;Bolumole 2003), types of services (e.g. Hertz and Alfredsson 2003;Lai, Cheng, and Yeung 2004;Soinio, Tanskanen, and Finne 2012) and strategies of value creation for shippers (e.g. Berglund et al 1999;Hertz and Alfredsson 2003;Lai, Cheng, and Yeung 2004;Carbone and Stone 2005;Wallenburg 2009; Prockl, Pflaum, and Kotzab 2012).…”

Logistics Service Providers Going Green : A Framework for Developing Green Service Offerings

“…In addition, the boundary between the different transportation modes within this sector has largely been erased in order to meet growing customer needs for flexibility, cost effectiveness and international presence. As a result of this change, the range of services offered by LSPs has broadened considerably from transportation and warehousing into more advanced supply-chain solutions (Soinio et al, 2012). Due to increasing competition, as well as more demanding customer requirements, it is argued in the literature that LSPs need to provide more value to their customers than standardised services (Wagner & Franklin, 2008).…”

“…One way to stay competitive and take on the opportunity for long-term profitable growth suggested in the literature is the development of new services and investments in logistics innovative efforts (e.g. Soinio et al, 2012;Wagner & Franklin, 2008 There now follows a description of the status and need for NSD within the LSP industry. Innovation is in this dissertation seen as part of NSD.…”