Service Models for a Small-sized Logistics Service Provider – A Case Study from Finland

Hemilä, Jukka

doi:10.1007/978-3-540-76862-3_28

Cited by 1 publication

(3 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Hence, it seems evident that SMEs need assistance in implementing SCM practices. The challenge is that SMEs are not interesting customers for global LSPs and thus seemingly lack the required business potential (Hemilä, 2008). Holter et al (2008) focus on ocean transport sector and present a framework that would help SMEs purchasing transportation services to improve their purchasing processes.…”

Section: Value-added Services For Smesmentioning

confidence: 99%

“…Holter et al (2008) focus on ocean transport sector and present a framework that would help SMEs purchasing transportation services to improve their purchasing processes. Hemilä (2008) called for new logistics services for Finnish SMEs in the manufacturing industry. Especially missing are "total outsourcing" service providers who could manage all of the logistical processes.…”

Section: Value-added Services For Smesmentioning

confidence: 99%

“…Small-and medium-sized enterprises (SMEs) have very different needs and operating environments compared to large firms. However, there is a dearth of literature regarding the use of supply-chain management (SCM) practices and their effects on the performance of SMEs (Koh et al, 2007;Quayle, 2003;Hemilä, 2008). SMEs have significant impacts on supply-chain performance, where they may serve the roles of suppliers, distributors, producers, or customers.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How logistics‐service providers can develop value‐added services for SMEs: a dyadic perspective

Soinio¹,

Tanskanen²,

Finne³

2012

The International Journal of Logistics Management

View full text Add to dashboard Cite

Purpose -This work aims to combine the perspectives of logistics-service providers (LSPs) and small and medium-sized enterprises (SME) in the development of value-added logistics services. The purpose was to create a theory-based and initially tested framework that could help both service providers and SMEs identify new opportunities for developing their logistics. Design/methodology/approach -The research followed design-science methodology and was carried out via semi-structured interviews within the case company (a large Finnish LSP), its customers, and experts from the area of logistics services. Data on companies offering value-added logistics services were also used in the research. The focus of the research was on advanced valueadded logistics services. Findings -The paper presents a framework for categorizing logistics services for SMEs and proposes new logistics-service models for SME customers. Altogether, three service models are proposed to bridge the gap between LSP and SME customers. In particular, the consulting-oriented approach seemed to be appropriate for the SMEs. The other two models, 3PL with planning and Outsourced Chief Logistics Officer, require more effort from both parties.Research limitations/implications -The paper presents a theoretical framework for categorizing logistics services and discusses the strategic options for an LSP to expand its service portfolio. However, further empirical research related to logistics-service design is needed to develop the framework further and to improve its external validity. Practical implications -This work offers insights that support LSPs to develop their service offerings to better match the needs of SMEs, and also allow managers of SMEs to better utilize the available LSP competence and services. Originality/value -The existing research in the area of value-added logistics services has mainly focused on either the customer perspective or the service-provider perspective. The dyad combining these perspectives has been largely neglected. Furthermore, studies in this area have been on large enterprises as opposed to SMEs. This work fills this gap by designing value-added logistics-service models that combine SME needs with LSP capabilities.

show abstract

Section: Value-added Services For Smesmentioning

confidence: 99%

Section: Value-added Services For Smesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation