Measuring Customers' Perceptions of Logistics Service Quality of 3pl Service Providers

Rafiq, Mohammed; Jaafar, Harlina Suzana

doi:10.1002/j.2158-1592.2007.tb00062.x

Cited by 97 publications

(97 citation statements)

References 28 publications

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“…Rafiq and Jaafar (2007) also observe that functional measures could serve as excellent quality indicators in the 3PL world; technical measures such as order quality, order release quantities, and order accuracy appear less appropriate with respect to LSQ. They conceptualize information quality and ordering procedures differently than Mentzer et al (2011), resulting in greater reliability for both constructs.…”

Section: Literature Reviewmentioning

confidence: 90%

“…The extensive development of outsourcing logistics in business-to-business sectors has prompted a growing percentage of manufacturers and retailers to focus on their core business and enjoy the relevant benefits of outsourcing (Rafiq and Jaafar 2007). Resulting performance enhancements might include improved logistics information flow, stronger operations, enhanced cycle times, greater customer satisfaction, and reduced lead time.…”

Section: Introductionmentioning

confidence: 98%

“…Extending work by Mentzer et al (2001). and Rafiq and Jaafar (2007), we investigate several logistics service quality dimensions to assess overall customer satisfaction among 3PL customers: personnel contact quality, information quality, ordering procedures, order accuracy, order condition, order discrepancy handling, and timeliness. We also consider two dimensions that have not been addressed previously: returns management (Mollenkopf et al 2011;Russo and Cardinali 2012) and reputation (Christopher and Gaudenzi 2009).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Logistics Service Quality: Searching for New Drivers of 3PL Customers’ Satisfaction

Russo

Gaudenzi

et al. 2015

Liss 2014

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Despite a fairly rich research tradition dedicated to service quality and customer satisfaction in logistics, much of the focus has remained on service quality in buyer-supplier relationships, and only to a lesser extent has it addressed thirdparty logistics relationships. This study investigates perceived satisfaction, defined as the degree to which a logistics customer is satisfied with a third-party logistics provider's overall performance in the outsourcing relationship, and provides relevant insights for scholars and managers. Our study has advanced Logistics Service Quality beyond previous literature, adding two new relevant drivers (returns management and reputation) with significant impacts on perceived satisfaction among 3PL customers.

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Section: Literature Reviewmentioning

confidence: 90%

Section: Introductionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

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Logistics Service Quality: Searching for New Drivers of 3PL Customers’ Satisfaction

Russo

Gaudenzi

et al. 2015

Liss 2014

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“…Mentzer et al, 1999;Rafele, 2004;Rafiq and Jaafar, 2007) and the link between logistics service quality and customer loyalty has been detected in various contexts (e.g. Stank et al, 2003;Davis and Mentzer, 2006;Saura et al, 2008;Wallenburg et al, 2010).…”

Section: Theoretical Underpinningsmentioning

confidence: 99%

Impact of value-adding services on quality, loyalty and brand equity in the brewing industry

Juga

Juntunen

Paananen

2018

IJQSS

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PurposeThe purpose of this research is to investigate the impact of logistics value-adding services and perceived service quality on brand equity among B2B customers of a brewery company. Design/methodology/approachA theoretical model is developed and tested using survey data from 173 hotel, restaurant and catering industry customers of a brewery company in Finland. FindingsValue-adding services play an important role in building the brewery company's brand equity through perceived service quality. Besides a direct impact on overall service quality, an indirect impact is detected through the operational dimension of service quality in logistics. Research limitations/implications (if applicable)A broader data set would be needed to generalize the findings also beyond the brewery business and the hotel, restaurant and catering industry customers in Finland. Practical implications (if applicable)To increase brand equity, value adding services like logistics can play an important role for B2B customers. This study is important for practitioners as well as academics since there has been little quantitative research available regarding value adding services in the context of service quality and brand equity research. Social implications (if applicable) - Original/valueThis paper combines logistics as value adding service to customers' willingness to pay extra profits in order to cooperate with service producer.

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“…While Ellinger [20], showed a positive effect of interdependence between marketing and logistics functions to company performance. Devolution (outsourcing) physical distribution function to external (third-party logistics service provider-3PL) has been the trend in the market [21]), because it can increase the capability and performance of logistics companies through the 3PL expertise [15]. Outsourcing logistics activities are intended to enable companies to focus on the customer.…”

Section: Logistics Service On Marketing Perspectivementioning

confidence: 99%

Establishing Post Logistics by Spinning-off Logistic Business Unit

Suryana¹,

Wibowo²

2016

Proceedings of the 2016 Global Conference on Business, Management and Entrepreneurship

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Abstract-Logistics is a vital activity, almost every aspect of human life is influenced by the logistics process, either directly or indirectly. This study is designed to assess the capacity and capability of PT Pos in managing the logistics business. Descriptive and data analysis method has been chosen to provide the profile, with SWOT analysis used to identify opportunities and threats in the firm's managing logistics business. Object in this study is the logistics business unit of PT Pos that will be spun-off into a subsidiary company, Post Logistics. Results of the study portrayed business process as the key success factor that had the highest weight, with other variables having various weight. The scope of weighting related to the readiness of PT Pos in logistics business as a subsidiary, are: freight forwarding, transporting, warehousing, providing service as regulated agent. In addition, it is necessary to have an in-depth knowledge of the capabilities of each group of resources, which are the location of the company, facilities and infrastructure, and human resources.

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Measuring Customers' Perceptions of Logistics Service Quality of 3pl Service Providers

Abstract: by Mohammed Rafiq loughborough university (uK) Kand Harlina S. Jaafar universiti teknologi Mara (Malaysia)

Cited by 97 publications

References 28 publications

Logistics Service Quality: Searching for New Drivers of 3PL Customers’ Satisfaction

Logistics Service Quality: Searching for New Drivers of 3PL Customers’ Satisfaction

Impact of value-adding services on quality, loyalty and brand equity in the brewing industry

Establishing Post Logistics by Spinning-off Logistic Business Unit

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