Logistics Service Providers in France - 2002 Survey: Actors’ Perceptions and Changes in Practices

2016

EBR

Purpose The purpose of this viewpoint is to analyze the emergence of a modified equilibrium in the relationship between buyers (“shippers”) and suppliers (“providers”) of logistical services. In the 1990s, the logistical service providers (LSPs) had relatively little power and were often asked to perform basic operations. The situation has evolved as a result of proactive strategies implemented by some forward-thinking LSPs. In this viewpoint, the emphasis is on the strategies developed by shippers which the authors labeled the “ramp effect”. Design/methodology/approach The authors discuss the impact of the ramp effect on LSPs’ innovation processes. This viewpoint is based on the authors’ experience in the field, on a literature review focused on the logistics industry and on the purchasing strategies applied to logistical services. Findings The authors show that the buyers of logistical services have lost some of their power because of two main factors: LSPs’ embeddedness in the shipper’s supply chain and the transformation of LSPs into orchestrators (labeled fourth-party logistics). This viewpoint discusses the relational disequilibrium between shippers and LSPs rather than the cooperative relationships between them. Originality/value The ramp effect as a source of innovation and proactive strategies for LSPs has never been covered in the management literature. This viewpoint provides both academics and practitioners with a different perspective of the relational disequilibrium between buyers and sellers of logistical services.

Section: How Can a Logistical Service Provider Move Toward A Better Position?mentioning

confidence: 99%

Purchasing of logistical services: a new view of LSPs’ proactive strategies

Fulconis¹,

Nollet

2016

EBR

“…Les PSL se sont pro gres si vement dotés de com pé ten ces nou vel les, dont cer tai nes n'ont qu'une loin taine rela tion avec le métier d'o ri gine. Les obser va teurs dis tinguent désor mais trois com po san tes prin ci pales du métier de PSL (Roques et Mic hrafy, 2003), que le Tableau 1 syn thé tise : une première com po sante dite « Coeur du métier » (entre po sage, trans port), une deuxième compo sante dite « Ser vi ces addi tion nels au client » (ges tion des pro mo tions, des fac tu res, des SAV) et une troi sième com po sante dite « Nou veaux métiers », comme la ges tion de cen tres d'ap pel ou le co-manu fac tu ring, qui témoi gnent de la volonté continue de cer tains PSL de mettre à dis po si tion d'en tre pri ses concur ren tes des res sour ces com mu nes en matière de back office. La part des acti vi tés « Nou veaux métiers » à forte valeur ajoutée ne doit tou te fois pas être sures timée, même si, en bonne logique mar ke ting, elle est sys té ma tique ment mise en avant par les PSL les plus moder nis tes.…”

Section: Développement Des Psl : Quelques Fondamentauxunclassified

Le PSL à l’épreuve de la logistique urbaine : des signaux faibles porteurs de profondes mutations

Chanut

Logistique & Management

2013

Les questions relatives à la logistique urbaine occupent désormais une place importante dans la littérature académique, mais aussi dans le management des organisations publiques et privées. Il ressort clairement des travaux de recherche conduits ces dernières années que des actions concertées, voire planifiées, sous la responsabilité d'une sorte de « pilote », doivent être initiées pour éviter la propagation d'effets entropiques (encombrement des infrastructures, multiplication des nuisances, etc.). L'article aborde plus spécifiquement la logistique urbaine en argumentant sur l'importance que pourraient prendre à terme les PSL en la matière, en s'appuyant pour cela sur leurs ressources et compétences, atout majeur pour relever les défis de la « ville durable » de demain. Seuls émergent actuellement des signaux faibles, à partir d'expériences ponctuelles, mais ils pourraient être porteurs de profondes mutations dans l'organisation des réseaux d'approvisionnement dédiés à la circulation des marchandises dans la ville.

“…In the last fifteen years, a significant academic literature on marketing, supply chain management and strategy has been trying to define the profile of the logistics industry in reference to operations carried out by 3PL, with various degrees of complexity depending on the outsourcing agreements signed with manufacturers and/or large retailers (Andersson & Norrman, 2002;Roques & Michrafy, 2003;Marasco, 2008;Fabbe-Costes et al, 2009;Fulconis et al, 2011;Large, 2011). Although the 3PL trade is generally defined as exercising logistical activities on behalf of manufacturers or large retailers, it varies greatly both in terms of size and the services provided.…”

Section: An Enlarged Services Approachmentioning

confidence: 99%

The 3PL Provider as Catalyst of Coopetitive Strategies-An Exploratory Study

Fulconis

Hiesse²,

Supply Chain Forum: An International Journal

2011

The subject of coopetitive strategies has been increasingly studied since the end of the 1990s in academic literature on strategic management, offering an in-depth renewal of the way of looking at the evolution of exchange relations between firms, and emphasizing that neither pure cooperation nor pure competition are satisfying explanatory models of the reality of business. In fact, cooperation and competition blend to give rise to a novel model of value creation: coopetition. The paper makes use of this conceptual framework to study the role of third party logistics (3PL) in the operation of modern supply chains. 3PLs appear to be the catalysts of coopetitive strategies, particularly when they manage modular platforms. An exploratory field study conducted in France has identified three 3PL archetypes in the dynamics of coopetitive supply chains: 3PL as caretaker, 3PL as lead operator and 3PL as architect.