Logistics managers were surveyed regarding decisions (1) to use third party logistics services and (2) practices regarding the selection of third party providers. Responses suggest that decisions to use third party logistics services are not driven by strong preconceptions, pro or con, regarding the attractiveness of the third party option. Further, attitudes toward the use of third party logis…
Outsourcing of logistics functions is a business dynamic of growing importance in Australia (for example, see [1]) and elsewhere in the world (see, for example [2,3]. Third party logistics involves the use of external companies to perform logistics functions which have traditionally been performed within an organization. The functions performed by the third party can encompass the entire logist…
For the most rapidly growing economic entity in the world, China, a new logistics operation called the indirect cross-border supply chain model has recently emerged. The primary idea of this model is to reduce logistics costs by storing goods at a bonded warehouse with low storage cost in certain Chinese regions, such as the Pearl River Delta (PRD). This research proposes a performance measurem…
The purpose of this paper is to present a decision model for selecting a third party logistics (3PL) provider, because international business can be a complex undertaking. It is a multi-criteria problem, with alternative ways to weigh the importance of the chosen criteria.
The purpose of this paper is to present a decision model for selecting a third party logistics (3PL) provider, because international business can be a complex undertaking. It is a multi‐criteria problem, with alternative ways to weigh the importance of the chosen criteria.
This paper aims to study an advanced third/fourth party logistics (3/4PL) relationship in which the logistics service provider extended normal services by taking ownership of the goods during global distribution. It also aims to describe and analyze the approach to the legal rules a 3/4PL provider and its client company took in their contract, and present some remarks on the extent to which t…
The pressure on logistics companies to embrace green processes has increased significantly in the last few years. Within the broad concept of green supply chain management, a review of the existing literature has highlighted a need to understand how green supply chain practices (GSCP) can contribute to improving company performance from an environmental point of view, as well as economic and op…
In today’s competitive scenario, effective supply chain management is increasingly dependent on third-party logistics (3PL) companies’ capabilities and performance. The dissemination of information technology (IT) has contributed to change the supply chain role of 3PL companies and IT is considered an important element influencing the performance of modern logistics companies. Therefore, th…
In today’s competitive scenario, effective supply chain management is increasingly dependent on third-party logistics (3PL) companies’ capabilities and performance. The dissemination of information technology (IT) has contributed to change the supply chain role of 3PL companies and IT is considered an important element influencing the performance of modern logistics companies. Therefore, th…
Purpose – International comparison studies provide a useful opportunity in logistics to benchmark logistics practices. Given this, it is perhaps surprising that there do not appear to be any benchmarking studies comparing performance between the developed and developing world. The paper aims to address this shortcoming, focusing on fast moving consumer goods (FMCG) distribution networks from …
The main aim of the research is to shed light on the role of information and communication technology (ICT) in the logistics innovation process of small and medium-sized third party logistics providers (3PLs).
Examines the involvement of UK logistics, service providers (LSPs) within Continental Europe markets and considers the strategies they have used for European operations together with their favoured expansion routes which have been following piggyback opportunities, acquiring local firms, joint venture arrangements and encouraging organic growth. Considers eight case studies of leading UK‐ba…