Supply chain collaboration: differing perspectives of Brazilian companies

Abstract

PurposeThis article examines the extent of collaboration experienced by 191 Brazilian shippers, logistics service providers (LSPs) and carriers in their logistics operations in urban freight transport. This study investigates relationships over time, the type of service and the nuances associated with the frequency of meetings, frequency of technical visits and frequency of training.Design/methodology/approachThe authors carried out a component analysis and, based on factor loadings, calculated indexes for use in non-linear canonical correlations to evaluate company-level differences in perceptions of the degree of collaboration and strength of relationship over time.FindingsThe results indicate that in the triad, LSPs are the strongest supporters of collaboration over time regardless of whether the logistics service is shared or dedicated; shippers demonstrate the weakest support for collaboration and prioritize relationships of one to three years in length. Carriers seek to develop short-term relationships and participate actively in meetings and technical visits because they strongly support strategic and interpersonal collaboration. Carriers also follow LSPs in terms of strategic and interpersonal collaboration and shared logistics services.Originality/valueThis article contributes to understanding the perceptions of interactions among specific logistics collaboration elements related to strategic, tactical and interpersonal relationships that the Brazilian companies face in their daily urban freight transport.

Evaluating logistics outsourcing: a survey conducted with Brazilian industries

“…Operational procedures, logistics resources and core capabilities can be acquired to complement the contractor's logistical capacity, from the external resources obtained from logistics outsourcing (Zhu et al, 2017;De Oliveira Neto et al, 2018;Bandeira et al, 2015). In line with this, outsourcing logistics activities has been widely implemented by the outsourced to reduce their costs and increase service levels (Li et al, 2017), using the expertise of carriers and 3PL providers (Carvalho et al, 2021), while maintaining focus on their core operations (Aharonovitz et al, 2018). The RBV is also appropriate to explain the differences in resources at different levels of performance.…”

“…The triad of carriers, 3PL service providers and shippers have invested significant resources in improving logistics performance and long-term relationships (Carvalho et al, 2021). The long-term relationship between the outsourced and the 3PL service provider increases compatibility and productivity, by the easiness of work and flexibility between the contractor and the 3PL service provider.…”

“…In line with this, outsourcing logistics activities has been widely implemented by the outsourced to reduce their costs and increase service levels (Li et al. , 2017), using the expertise of carriers and 3PL providers (Carvalho et al. , 2021), while maintaining focus on their core operations (Aharonovitz et al.…”

“…The triad of carriers, 3PL service providers and shippers have invested significant resources in improving logistics performance and long-term relationships (Carvalho et al. , 2021).…”

Developing relational embeddedness of logistics service provider to enhance supply chain performance in transitive triads

“…Rossiter-Hofer et al (2014) argue that few, if any studies on logistics outsourcing studies have looked simultaneously at potential interfaces between the supplier and customer and between the customer and LSP. To face this challenge, our study specifically investigates the logistics triad which can be defined as "a cooperative, three-way relationship between a buyer of goods, the supplier of those goods and logistics service provider moving and/or sorting the goods between buyer and supplier" (Larson and Gammelgaard, 2001;Carvalho et al, 2021). Our research context is thus formed by a transitive triad involving the product supplier, its customer, and the LSP.…”