Logistics service provider–client relationships

Panayides, Photis M.; So, Mee Chi

doi:10.1016/j.tre.2004.05.001

Cited by 164 publications

(157 citation statements)

References 68 publications

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“…From a broader perspective Fugate et al (2010) defined logistics performance as the degree of efficiency, effectiveness and differentiation associated with the accomplishment of logistics services. Efficiency is about how economically the resources are utilized (Mentzer & Konrad, 1991) or more clearly "doing things right", effectiveness is about which goals are accomplished (Panayides & So, 2005) or more clearly "doing the right thing". Differentiation represents a valuable business capability (Karagöz & Akgün, 2015) and is more related with execution of logistic operations in a way to create more values for the customers.…”

Section: Logistics Performancementioning

confidence: 99%

“…According to Panayides & So (2005), operational performance is measured with key competitive success factors and internal indicators of companies. Since 3PLs undertake logistics operations of customers, their success in operations relating with logistics, which is their focal business process, is significantly important.…”

Section: Research Hypotheses Developmentmentioning

confidence: 99%

“…So, that relationship is a very important issue for both sides. In addition, closer relationship between 3PLs and customer is also positively affect logistics service effectiveness (Panayides, 2007) and supply chain performance (Panayides & So, 2005). Vol.…”

Section: Research Hypotheses Developmentmentioning

confidence: 99%

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An Analysis of Third Party Logistics’ Performance and Customer Loyalty

Özoğlu¹,

Büyükkeklik²

2017

IJMS

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Althought all over the world 3PL service providers has been an emerging demand; it is a developing business for Turkey. The main aims of this study are to identify of the logistics performance dimensions and to explore the impact of 3PL service providers' performance dimensions on the customer loyalty. Data has been collected from manufacturers which is the most important customers of 3PL service providers. The results of the study showed that logistics performance is a three dimensional structure; (i) cost performance, (ii) operational performance and (iii) relationship performance which explain 76% of logistics performance. These three dimensions have almost equal and positive impact on customer loyalty. Logistics performance explains an important part of customer loyalty, corresponding to 48% of variance. Cost performance (β=0.476) has the greatest positive and significant impact on customer loyalty. Operational performance (β=0.394) and relationship performance (β=0.349) have the positive and significant impact on customer loyalty.

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Section: Logistics Performancementioning

confidence: 99%

Section: Research Hypotheses Developmentmentioning

confidence: 99%

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An Analysis of Third Party Logistics’ Performance and Customer Loyalty

Özoğlu¹,

Büyükkeklik²

2017

IJMS

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“…The expertise of LSPs can contribute to continuous improvements in the cost/ service performance of supply chains, on the basis of product and process innovations, but also by suggesting new supply-chain configurations. Next, LSPs are involved in organizational innovations, since they move towards new positions in supply chains to generate higher added value for themselves (Panayides and So 2005;Carbone and Stone 2005). To be precise, 2nd party LSPs-subcontractors performing operational activities such as transport or warehousing for a customer (the 1st party), may transform into a 3rd and/or start fulfilling 4th party services and functions (see Table 1).…”

Section: Defining 4th Party Logisticsmentioning

confidence: 99%

Logistic innovation in global supply chains: an empirical test of dynamic transaction-cost theory

Visser

2007

GeoJournal

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Upgrading logistic services in the context of international supply chains is not a smooth process. Upgrading may require the development of co-operative relationships, or alliances, involving large logistic service firms and their customers: multinational enterprises. Both sides may be unwilling and/or unable to engage in upgrading strategies in an alliance context. Fourth-party logistics is an example of a logistic product innovation entailing research-based advice as well as the design and implementation of new supply-chain solutions. It has the potential of stimulating spatial shift in global production networks and regional distribution systems (Visser and Lambooy, Geographisches Zeitschrift 92(heft 1+2): [5][6][7][8][9][10][11][12][13][14][15][16][17][18][19][20] 2005). Using dynamic transaction-cost theory (Nooteboom, Learning and innovation in organisations and economies, 2000), this paper theoretically specifies and empirically measures three risks associated with the development of fourth-party logistics: dependence, unwanted spillovers, and conservatism. Case-study evidence reveals that dynamic transaction-cost theory partially explains the slow development of new logistic services in an alliance setting. Some aspects of conservatism are found to be relevant, along with risks of dependence due to specific investments in human resources and information systems. Other, not predicted but important factors, however, are the lack of credibility of service innovation by assetbased logistic firms, and strategic considerations of customers regarding logistic organization and control. The first factor implies that firms specializing in fourth-party services are likely to remain (very) limited in number. The second factor implies that this type of service provision is more likely to develop in dynamic port clusters, as customers prefer to tap into a variety of ideas from many different suppliers. In local clusters, interactions between firms can be relatively frequent, casual, short-lived and open, so that the structure of local networks is relatively decentralized, dense and flexible. This stimulates (logistic) innovation (Nooteboom, in Hanusch and Pyka (eds.) Elgar companion to neo Schumpeterian economics, 2006). In global supply chains, interactions between logistic service firms and their customers tend to have the opposite characteristics, which do not stimulate innovation.

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“…In freight transport, the outcomes and impacts are influenced by many decisionmakers, though far fewer than in the case of passenger transport. In recognising the presence of multiple actors (Fisk, 1986), a number of authors have turned their attention to an explicit representation of their behaviour, models being proposed with manufacturers, retailers and consumers as decision-makers (Nagurney et al, 2002;Nagurney & Toyasaki, 2005;Sheu et al, 2005;Figueiredo & Mayerle, 2008) and, more recently, third party logistics service providers (Panayides & So, 2005). However, one special form of actor often overlooked is the government or planner, whose decisions regarding regulations and pricing will influence the decisions made by other decision makers, and who indeed may make pro-active decisions that anticipate such influences on other actors.…”

Section: Introductionmentioning

confidence: 99%

Modelling planner–carrier interactions in road freight transport: Optimisation of road maintenance costs via overloading control

Moreno-Quintero

Fowkes

Watling

2013

Transportation Research Part E: Logistics and Transportation Re

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-A bi-level modelling approach is proposed to represent the interaction between the vehicle loading practices of road freight transport carriers, and the decisions of a road planning authority responsible both for road maintenance and for the enforcement of overloading control. At the lower (reactive) level, the overloading decisions of the carriers impact on road maintenance expenditure, while at the upper (anticipatory) level the planner decides fine and enforcement levels by anticipating the responses of the carriers. A case study using data from Mexico is used to illustrate the method.

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Logistics service provider–client relationships

Cited by 164 publications

References 68 publications

An Analysis of Third Party Logistics’ Performance and Customer Loyalty

An Analysis of Third Party Logistics’ Performance and Customer Loyalty

Logistic innovation in global supply chains: an empirical test of dynamic transaction-cost theory

Modelling planner–carrier interactions in road freight transport: Optimisation of road maintenance costs via overloading control

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