Reverse Logistics and the Role of Fourth Party Logistics Provider

Pinna, Roberta; Carrus, Pier Paolo

doi:10.5772/33047

Cited by 7 publications

(16 citation statements)

References 21 publications

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“…According to Berglung et al (1999), the size of the supply chain and size of the demand are two main factors which lead companies to outsource. Pinna and Carrus (2012) give a summary of reasons and motivations for a company to outsource logistics services: concentrating on their own business and developing new markets;…”

Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

“…as a supply chain integrator who assembles and manages the resources, capabilities, and technology of its organization with those of complementary service providers to deliver a comprehensive supply chain solution (Skender et al, 2017). Ping (2011) states 4PL with the powerful integration capability of resources can effectively manage challenges and provide creative solutions for the successful implementation of the RL. A summary of 4PL definitions in literature is given in Table 6, which is developed by mainly using studies of Skender et al (2017) and Pinna and Carrus (2012).…”

Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

“…In this hybrid application, the use of PM frameworks helps to include already proven PM perspectives in the study while the procedural approach guarantees a close link between chosen measures and the company's goals, thereby their relevance as well. As a supply chain integrator who assembles and manages the resources, capabilities and technology of its organization with those of complementary service providers to deliver a comprehensive supply chain solution Hertz and Alfredsson, 2003 A logistic service provider categorized as a customer developer or logistics integrator Bu ¨yu ¨ko ¨zkan et al (2009), Skjøtt-Larsen (2000) A control tower over other parties, taking responsibility of all the users' outsourced operations, thereby serving as a single interface between the client and multiple logistic service providers Pinna and Carrus (2012) Leverages the capabilities of 3PL providers, technology service providers and business process managers to create a solution through a centralized point of contact Pinna and Carrus (2012) The next generation of logistics service provider firms, with operations that extend beyond 3PL and include logistics network analysis, design and planning Skender and Gr ci c Fabi c (2013) A separate entity who acts as a joint venture or a long-term contact between the primary client and one or more partners Papadopoulou (2013) "One stop shop" supply chain providers…”

Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

“…For example, Crowley (1998) states that competitive advantage in 4PL will be more and more dependent on value creation for customers by value added activities which are directly or indirectly based on ICTs. By acknowledging the importance of it for 4PL, Pinna and Carrus (2012) recommend managers to develop an organizational culture which favors ICT and to regard this capability of 4PL service providers in making outsourcing decisions. So, the combining of ICT with innovation and growth perspective in BSC will highlight the importance of it and add value to the measurement framework.…”

Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

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Performance measurement in-fourth party reverse logistics

Öz

Özyörük

2021

MBE

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Purpose This paper aims to develop a performance measurement (PM) system for fourth-party reverse logistics (RL). In this regard, it proposes simultaneous utilization of a procedural approach and hybrid use of existing performance frameworks. Design/methodology/approach The paper first describes fundamentals of RL and PM approaches in literature to build a basis for further discussion. It then carries out a systematic review of the literature on PM in RL to highlight current trends and approaches in this regard. At last, it develops a PM system for fourth-party RL by exploring relevant performance frameworks and by defining a procedure in detail. Findings The paper identifies the ongoing interest in development PM in RL, and the gap and the need for the development of comprehensive PM system for fourth-party RL. It also identifies the best approach is to use existing performance frameworks in literature and a procedural approach together as they complement each other rather than contradicting. Research limitations/implications The paper fills a gap in literature by developing a comprehensive PM framework for the fourth-party RL. The presented procedure is well suited to be used as part of strategic management process in any fourth-party RL organization. It forces users a top-down approach, from strategies to measures, so that a strong linkage is established in the process. When used together with the proposed PM framework, it guarantees a comprehensive and balanced PM system. Practical implications The paper identifies the need for the development of a PM framework as well as a measurement system for the fourth-party RL in the literature. In this regard, it develops a PM framework first, and then a procedure on how to implement it. As a result, users can effectively use them as a part of strategic management process of their organizations. Social implications The fourth-party RL is growing and very promising mode of RL for well-being of society, by offering a strong path to sustainable development in the midst of diminishing resources in the world. The existence of a well measurement system is crucial for the healthy operations and development of fourth-party RL organizations. The paper is offering a strong PM model in this regard. Originality/value The paper fulfills an identified need to study how to develop a PM system for fourth-party RL.

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Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

Section: Development Of a Performance Measurement System For Fourth-p...mentioning

confidence: 99%

See 2 more Smart Citations

Performance measurement in-fourth party reverse logistics

Öz

Özyörük

2021

MBE

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“…environmental logistics is mainly focused on eliminating the negative impact of waste on the natural environment and is looking for optimum logistic solutions with this respect, whereas recirculation logistics is more focused on the recycling of waste. [2,6,12]. For the purpose of analyzing the impact on airport security, the term of reverse logistics was adopted as that term is the best to reflect the problem of disturbances to the airport operation.…”

Section: Introductionmentioning

confidence: 99%

Reverse Logistics as a Burden in the Context of Airport

Kunert

2020

Journal of KONBiN

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AbstractFrom the perspective of management, reverse logistics constitutes a certain burden to the functioning of airports. In the light of the State Transport Policy for 2006 - 2025, the operation of such facilities in a manner that will enable the fulfillment of specific reverse logistics needs without causing threats becomes an important objective of airport security. The focus of reverse logistics is waste flows, and, in addition to returns, reverse logistics also takes into account the protection of natural resources and minimization of pollution. Reverse logistics is characterized by the fact that the direction of the flow of goods that have been partially utilized, but still have a certain value that can be recovered, is opposite to that in a traditional distribution channel. The article focuses on public security from the perspective of environmental threats, on the basis of the results of research studies in waste reverse logistics, at selected Polish civil airports, as a potential risk factor for ground operations in air transport.

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A Review of Operational Issues in Managing Physical Currency Supply Chains

Geismar

Sriskandarajah

Zhu

2017

Production and Operations Management

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Even though more and more transactions and payments are conducted electronically, physical currency (banknotes and coins) still plays an essential role in commerce and trade, and it is expected to maintain its dominance in the near future. Over the past decade, several studies have analyzed various currency supply chains across the world. This study provides an overview of this research. The structure of a general banknote supply chain is given before the discussion of the problems from three different perspectives: (i) the supply side, that is, the parties who are in charge of supplying currency in the supply chain; (ii) the demand side, that is, the parties who request the currency; and (iii) the secure third‐party logistics providers. We also provide a framework for analyzing the US coin supply chain and descriptions of the coin supply chains in other countries. Future research directions are proposed based on the research work carried out so far and for the field in general.

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Reverse Logistics and the Role of Fourth Party Logistics Provider

Cited by 7 publications

References 21 publications

Performance measurement in-fourth party reverse logistics

Performance measurement in-fourth party reverse logistics

Reverse Logistics as a Burden in the Context of Airport

A Review of Operational Issues in Managing Physical Currency Supply Chains

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