Innovation management of logistics service providers

Abstract

Purpose -The purpose of this paper is to provide a sound basis to facilitate further research on innovation management at logistics service providers (LSPs). Design/methodology/approach -Content analysis of extant literature was undertaken and supplemented by conceptual deliberations. Findings -Future LSP-specific innovation research should be undertaken. While comparatively much knowledge on innovation management by LSPs does already exist, it is hardly integrated. More comprehensive studies of LSPs' innovation processes and systems are required.Research limitations/implications -The review is limited to articles written in English and published in academic journals from 1999 to mid-2009. This research should be supplemented by empirical research, in particular case studies. Practical implications -LSPs can compare their own innovation management concepts to the body of scientific knowledge presented here. As long as research does not take their specific context into account, LSPs are required to adapt more general concepts to their needs. Originality/value -This paper outlines theoretical features of a research stream on innovation management at LSPs. It integrates previous findings on LSPs' innovation management in a suitable framework, and it proposes an agenda for future research.

Logistics service providers and corporate social responsibility: sustainability reporting in the logistics industry

“…Spens and Kovács, 2006, Carter and Easton, 2011, Hazen et al, 2012, including investigations focusing specifically on LSPs (e.g. Cullinane and Toy, 2000, Maloni and Carter, 2006, Marasco, 2008, Busse, 2010, Lukassen and Wallenburg, 2010, Wong and Karia, 2010, Busse and Wallenburg, 2011. Most logistics or LSP-related content analysis studies use academic papers as units of assessment.…”

“…Increase in the outsourcing of logistics services and intense competition in the 3PL market, has led to a broadened scope of services offered by LSPs aiming to satisfy requirements of a wide range of customers (Sum and Teo, 1999, Marasco 2008, Busse and Wallenburg, 2011, Hofmann and Lampe, 2013. At the same time LSPs are constantly challenged with changes in their respective market environments, such as globalisation, deregulation and increasing competition (Marasco 2008, Busse andWallenburg, 2011), rapid progress in information processing and communication technology (Marasco, 2008), growth of e-commerce (Delfmann et al, 2002), widespread application of just-in-time strategy (Marasco, 2008), increasing importance of knowledge-based consulting services and need for establishing cooperation with other LSPs (Hofmann and Lampe, 2013), as well as pressures to lower their environmental impact (Wolf and Seuring, 2010). The term LSP covers a very diverse range of companies.…”

“…According to Busse and Wallenburg (2011) customers increasingly expect new and innovative solutions from their LSPs, thus they tend to be the driving force behind innovations in the 3PL sector. At the same time, recent years have witnessed the emergence of large LSPs that have capabilities to deliver sophisticated logistics solutions on a global scale.…”

“…Profit margins in the third party logistics market are low, thus only limited resources may be available to support the CSR initiatives. Industry-specific studies are particularly important for LSPs as their performance differs significantly from other service providers (Busse and Wallenburg, 2011). Several studies found significant differences between how businesses in different industry sectors communicate CSR (e.g.…”

Inovacijų Diegimas Vystant Smulkų Ir Vidutinį Žemės Ūkio Verslą Lietuvoje

“…Realizuojant inovaciją vykdomi mainai "pinigai" -"inovacija", kurių rezultate gautos piniginės lėšos (Busse, 2011):…”