Managing Logistics Outsourcing Relationships: An Empirical Investigation in China

Abstract

While many companies outsource their logistics functions, creating a collaborative relationship with third‐party logistics service providers remains a challenge. The current study explores the effects of often overlooked human factors in this context. Data on buyer perspectives were collected in China. The analysis results suggest that buying firm's top management championship, supplier firm's designated employees, and the buyer‐seller personal relationships (i.e. Guanxi) at different levels, all have significant impacts on inter‐firm collaboration, which in turn enhances the buying firm's logistics performance.

Predict the logistic risk: fuzzy comprehensive measurement method or particle swarm optimization algorithm?

“…Jin et al analyzed all kinds of risk factors in the port logistic park, using fuzzy comprehensive evaluation of the risk evaluation [12]. Chen et al aimed on the current situation of the construction of logistic parks in our country, analyzing the common system risks in the construction of logistic parks from the perspective of the government and makes quantitative research [13].…”

“…For logistic risk analysis model, it is better to use the PSO algorithm [13]. The PSO algorithm is a kind of evolutionary algorithm that is similar to the simulated annealing algorithm; it also starts from the random solution and iteratively finds the optimal solution.…”

Outsourcing Logistics Activities: Evidence from Slovenia

“…Deutsche Post DHL, for example, opened its Innovation Centre in 2006 and defined it as a space for new ideas for forming innovative networks and developing solutions, from prototype to market launch [12]. Logistics outsourcing can reduce non-core business investments [13], and improve logistics performance [14] and client service [15].…”

“…Forming a strategic alliance with a 3PL provider is one of the most effective business strategies for enterprises in China to achieve cost-effective performance and long-term success [14].…”

The establishment of industrial branding through dyadic logistics partnership success (LPS): The case of the Malaysian automotive and logistics industry

“…This aspect of logistics partnership success is rarely developed in the literature, and hence is another reason why the authors wish to expand and explore the key contributing factors of partnership success in the wider logistics context. We argue that as past studies have paid greater attention to the customer (for example, Chen et al 2010;Knemeyer and Murphy, 2004;Sinkovics and Roath, 2004;Wallenburg, 2009), the literature lacks a complete investigation This is a post-print of: NA Abdul Rahman, TC Melewar and AM Sharif, "The establishment of industrial branding through dyadic logistics partnership success (LPS): The case of the Malaysian automotive and logistics industry, " Industrial Marketing Management Journal, vol. 43, issue 1 (2014), pp.…”