Relationships among TPL providers and members of supply chains – a strategic perspective

Hussainy

et al. 2017

OSCM: An Int. Journal

Previously various studies were conducted concerning the outsourcing and selection of 3PL in different countries but this study aims to find out the reasons of outsourcing and selecting a 3PL from the different industries of Pakistan. The study aimed to collect the data from the manufacturers working in different industries in Pakistan. The researchers have used mean testing to rank the factors as per their importance and the data of 125 respondents were gathered for analysis. Study has found that reduction in the logistics costs is the most important reason for outsourcing 3PL and service quality is the most crucial factor for the selection of any 3PL service providers in Pakistan. The research aims finding the factors for the reasons of outsourcing and selection of a 3PL but it would be useful finding the impact of outsourcing the logistics activities on the organization's performance through qualitative and quantitative approaches. The research provides a vital and practical direction to the Pakistani organizations regarding the decisions of outsourcing and selecting a 3PL service providers. The research will help finding the reasons of outsourcing and selection of any 3PL party. The research aims finding the reasons and selection of 3PL in the organizational perspective of Pakistan as there are very limited past conducted studies.

Section: Third-party Logisticsmentioning

confidence: 99%

Drivers of Outsourcing and Selection Criteria of 3rd Party Logistics Service Providers

Hussainy

et al. 2017

OSCM: An Int. Journal

“…According to Lambert et al (1998), primary supply chain actors are companies or business units that perform activities that aim to produce specific outputs for a customer or a market. The LSPs, who belong to the supply side of the logistics market, are on the other hand often seen as supporting actors in supply chains (Bask, 2001;Spens and Bask, 2002). This means that they provide resources, knowledge, utilities or assets for primary members of the supply chain (Lambert et al, 1998).…”

Section: Lsp Shipper Lsp Figure 22 the Three Layer Modelmentioning

confidence: 99%

“…The example illustrates how power balances in supply chain relationships in general can influence the extent to which environmental activities can be included in LSP-shipper relationships. In relation to this example from Clas Ohlson, it can be of interest to note that when analysing LSP-shipper relationships, Bask (2001) identifies a triad that consists of a three actors: a buyer, a seller and an LSP. According to Bask (2001), the LSP can have a relationship with both the buyer and the seller, but more commonly only has a relationship with one of these actors.…”

Section: The Influence Of Power Balances On Environmental Activities mentioning

confidence: 99%

“…In relation to this example from Clas Ohlson, it can be of interest to note that when analysing LSP-shipper relationships, Bask (2001) identifies a triad that consists of a three actors: a buyer, a seller and an LSP. According to Bask (2001), the LSP can have a relationship with both the buyer and the seller, but more commonly only has a relationship with one of these actors. Although beyond the scope of this thesis, an avenue for future research could be to widen the scope of actors that might have an impact on environmental activities in LSP-shipper relationships.…”

Section: The Influence Of Power Balances On Environmental Activities mentioning

confidence: 99%

See 1 more Smart Citation

Towards greener supply chains: Inclusion of environmental activities in relationships between logistics service providers and shippers

Martinsen¹

2013

It is well-recognised that companies are under pressure to take responsibility for the environmental impact of their operations. Logistics service providers (LSPs), who through their transport and logistics operations have a large negative impact on the environment, are one type of supply chain actor that is under such pressure. However, in order for LSPs to be able to lower their environmental impact sufficiently, their customers, the shippers, also need to take responsibility. This thesis takes its starting point in the relationships between LSPs and shippers and argues that in order for LSPs' environmental activities to reach their full potential, the shippers must be included in the activities.The purpose of this thesis is to describe and explain how supply chain actors, with a specific focus on logistics service providers and shippers, can include environmental activities in their relationships with each other. This comprises identifying those environmental activities that are relevant for relationships between LSPs and shippers, as well as describing the extent to which environmental activities are included in such relationships. By means of the theoretical perspective of power between supply chain actors, the thesis also sets out to further understand how power balances between LSPs and shippers can influence the extent to which they include environmental activities in their relationships with each other. Finally, the use of the theoretical perspective of coordination aims, through the analysis of coordination mechanisms, to shed light on how environmental activities are included in LSP-shipper relationships.The research in this thesis has mainly descriptive and explanatory aims, although due to the novelty of research into LSP-shipper relationships in an environmental context, the research process as such is mainly exploratory. Following an abductive approach, the insights from literature are combined with empirical data from two cases studies, a homepage scan, a survey and a study of city logistics projects. Most of the applied research methods take a dual perspective of relationships between supply chain actors and thus include both LSPs and shippers.One conclusion from the research conducted for this thesis comprises the identification of environmental activities as well as a suggestion for a classification based on the activities' role in the business between LSPs and shippers. With a starting point in the identified activities, a comparison of a market perspective and a relationship perspective of environmental activities in LSP-shipper relationships indicates that LSPs are able to fulfil the requirements set by shippers and that shippers' requirement thus are met. The research does, however, point to a passiveness among LSPs in their relationships with shippers, who in turn would like the LSPs to be more proactive.Further, based on an analysis of power balances in LSP-shipper relationships, it is suggested that in an LSP-shipper relationship in which the shipper has a power advantage, the s...

Revista PO: R. Eletr. de Eng. de Produção e Correlatas

“…E a terceirização deste serviço, que era baseada na redução de custos e liberação de capital, vem apresentando um papel estratégico, focada na melhoria do nível de serviço aos clientes e maior flexibilidade em relação às suas exigências (SKJOETT-LARSEN, 2000;CHEONG, 2004;AKTAS;ULENGIN, 2005). Como as empresas geralmente buscam soluções externas, concentrando-se em suas core competences (HAMEL;PRAHALAD, 2000;LANGLEY, 1997), isto coloca os operadores logísticos como bons parceiros de negócio (CHRISTOPHER;TOWILL, 2001), podendo contribuir para a redução dos riscos logísticos atinentes à transferência de know how e de tecnologia (PICININ; KOVALESKI; REIS, 2010) e para a melhoria da satisfação dos clientes e do desempenho das empresas (BASK, 2001).…”

Section: Introductionunclassified

Um estudo de caso sobre a transformação de uma transportadora tradicional em um operador logístico

Milan

Craco

Toni

et al. 2013

Resumo:A terceirização das atividades logísticas se tornou uma prática comum dentro das estratégias das empresas. Desta forma, o uso da prestação de serviços especializados por meio de operadores logísticos vem surgindo como uma forma para aumentar a competitividade das empresas. Visando atender a um mercado em expansão e agregar valor ao seu negócio, muitas transportadoras tem se transformado em operadores logísticos. Sendo assim, este artigo apresenta uma análise sobre a organização, adaptação e evolução da transformação de uma transportadora de cargas tradicional em um operador logístico. A metodologia de pesquisa utilizada foi qualitativo-exploratória, implementada por meio de um estudo de caso único. Para a coleta de dados, foram realizadas entrevistas individuais em profundidade, com uma abordagem semi-estruturada. Além disso, foram utilizados dados provenientes da observação direta e de pesquisa documental. Para a elaboração dos resultados foi aplicada a técnica de análise de conteúdo. A empresa, ao agregar serviços, procurando relacionamentos de longo prazo com seus clientes, aumentou sua competitividade. Tal mudança oportunizou vantagens como a otimização dos recursos disponíveis e a melhoria na qualidade dos serviços prestados. A transformação da empresa em um operador logístico repercutiu em maior credibilidade e ampliação do seu mix de serviços, resultando no aumento de seu faturamento e lucratividade e em um diferencial perante a concorrência.Palavras-chave: Logística. Operador Logístico. Estratégia. Serviço ao Cliente. Competitividade. Abstract:Logistics operation outsourcing has become a regular practice for many companies strategy. As result, the use of specialized services provided by logistic operators appears as a way to increase company's competitiveness. In order to respond to this need and add value to services offered, many cargo transport companies have changed their business to logistic operators. Thus, this article presents an analysis related to the organization, adaptation and evolution of a traditional cargo transport company to become a logistic operator. A qualitative-exploratory methodology, implemented by means a single case study, was used to develop this research. To data collection, in depth individual interviews were done, with a semi-structured approached. In addition, data were used from direct observation and documental research. The techniques used to analyze the results are understood by content analysis. As result of the transformation process, the organization increased its competitiveness, by value aggregation to its services and looking for long term relationship with its customers. Also, optimization of available and existing resources and quality improvement of provided services were perceived by company during the transformation process. The company transformation into a logistic operator reflected in greater credibility and expansion of the services offered, resulting in billing and profitability increase and a differential against the competitors.