Improving performance by coordinating a supply chain with third party logistics outsourcing under production disruption

2017 ◽  
Vol 103 ◽  
pp. 168-177 ◽  
Author(s):  
B.C. Giri ◽  
B.R. Sarker
Keyword(s):  
Supply Chain ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Outsourcing

scholarly journals Logisticki provajderi

2003 ◽  
Vol 44 (156) ◽  
pp. 113-122
Author(s):  
Slobodan Acimovic
Keyword(s):  
Supply Chain ◽  
Critical Review ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Outsourcing ◽  
Business Operations ◽  
The World ◽  
Fourth Party Logistics ◽  
Limited Scope

The importance and the position of mediators in the logistic business operations are generally determined through identifying logistics as a set of important business activities. Accordingly, this paper is designed so that the general characteristics of the logistics providers in the Western economies are presented in its first part, while the second part contains a short critical review of the condition of the logistics outsourcing market in our country. The text essentially refers to emphasizing great differences in both the general logistic knowledge and in the specific characteristics of the logistic mediation between the Western markets and ours. So far two kinds of mediation have been identified in the world: 1) Third party logistics (3PL firms) - partial, i.e. incomplete logistics mediators and 2) Fourth party logistics (4PL firms) - complete logistics mediators basing their activity on the full supply chain. In our country we succeeded in identifying only transport firms and/or shipping agencies as the logistics mediators with a rather limited scope of activity; and as their activity's name implies, they are performing only one or two logistics activities.

The relationship between technology and logistics third‐party providers

2003 ◽  
Vol 33 (3) ◽  
pp. 236-253 ◽  
Author(s):  
Thierry Sauvage
Keyword(s):  
Supply Chain ◽  
Service Providers ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Outsourcing ◽  
Time Compression ◽  
Logistics Service ◽  
The Third ◽  
Logistics Service Providers ◽  
The Relationship

Our work discusses the results of a survey among French logistics service providers. In a highly competitive context characterized by “time compression”, technological effort becomes a key variable and a means of differentiation between third‐party logistics providers. The success of logistics outsourcing relationships is entrenched in the third‐party's technological ability to improve the supply chain reactivity.

Overview on 3PL Selection Problem

2013 ◽  
pp. 266-279
Author(s):  
Aicha Aguezzoul
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Third Party ◽  
Selection Problem ◽  
Third Party Logistics ◽  
Literature Analysis ◽  
Chain Management

Many companies outsource their logistics functions to Third-Party Logistics providers (3PL) instead of achieving them internally. The studies on this field are mostly of empirical type and focused on reasons, benefits, and risks of working with 3PL as well as the role of those on supply chain management. This chapter focuses on 3PL selection problem and presents a literature analysis of 47 articles published within 2001-2011 period. The objective is to identify the mainly approaches applied and their evaluating criteria in measuring the performance of 3PL.

Does the Outsourcing of Logistics Services Keep its Promise of Increased Efficiency?

2013 ◽  
pp. 162-184 ◽  
Author(s):  
Aliona Grigorenco ◽  
Philippos Papadopoulos ◽  
Konstantinos Rotsios
Keyword(s):  
Performance Measures ◽  
Service Providers ◽  
Third Party ◽  
Third Party Logistics ◽  
Logistics Outsourcing ◽  
Logistics Service Providers ◽  
Logistics Services ◽  
Business Functions ◽  
And Performance ◽  
Outsourcing Logistics

The aim of this chapter is to evaluate the efficiency of third party logistics (3PL) and the importance of outsourcing logistics services from the client’s perspective. The research focuses on current practices related to the extent of use, predictive value outsourcing and performance measures system of Colgate-Palmolive Company in Greece. The study examines the efficiency of the logistics service providers, and its impact on the overall client performance, evaluated through interviews with the 3PL Coordinator, the Logistics Manager, and the Manufacturing Director. The key findings of the work are that logistics outsourcing takes responsibility for non-core business functions, brings reductions of stocks and costs as well as order-to-delivery lead-time, accelerates capital turnover and capitalizes on synergies to achieve efficiency. Overall, its contribution is evaluated by the client as satisfactory and of medium significance, with room for improvements.

Operational Risk Management in Third Party Logistics (3PL)

2016 ◽  
pp. 218-239 ◽  
Author(s):  
Diego Fernando Manotas-Duque ◽  
Juan Carlos Osorio-Gómez ◽  
Leonardo Rivera
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Strategic Alliances ◽  
Operational Risk ◽  
Third Party ◽  
Third Party Logistics ◽  
Supply Chain Risk Management ◽  
Supply Chain Risk ◽  
Risk Sources ◽  
Reducing Costs

Supply chain risk management processes are among the most important activities in the value chain of any industry. The supply chain risk management process includes different activities, focused on the identification, measurement, assessment, and mitigation of the main risk sources that can affect a supply chain. The increasing complexity facing global supply chains generates the need for suppliers to collaborate in different processes in a supply chain. In this context, Third Party Logistics Providers (3PL) have been widely promoted by the phenomenon of outsourcing, on which companies increasingly rely. The growth in logistics outsourcing is mainly attributed to the benefits it brings in terms of reducing costs, improving performance, allowing companies to focus on their core businesses and building virtual enterprises through strategic alliances. In this chapter we develop a model to identify the operational risk factors of a 3PL provider.

Leveraging Supply Chain Management in the Digital Economy

2009 ◽  
pp. 526-531
Author(s):  
Mahesh S. Raisinghani
Keyword(s):  
Supply Chain ◽  
Information Systems ◽  
Supply Chain Management ◽  
Raw Materials ◽  
Third Party ◽  
Third Party Logistics ◽  
End User ◽  
Chain Management ◽  
Critical Part ◽  
Functional Areas

A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. In other words, supply chain encompasses all of the activities associated with moving goods from raw-materials stage through to the end user. The information systems needed to monitor all of these activities are a critical part of the mix. Successful supply chain management (SCM), then, coordinates and integrates all of these activities into a seamless process. It embraces and links all of the partners in the chain. In addition to the key functional areas within the organization, these partners include vendors, carriers, third-party logistics companies, and information systems providers.

Managing Collaborative Relationships in Third Party Logistics

2020 ◽  
pp. 1783-1809
Author(s):  
Vicky Ching Gu ◽  
Ray Qing Cao ◽  
Ken Black ◽  
Hansen Zeng
Keyword(s):  
Supply Chain ◽  
Relationship Quality ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Positive Impact ◽  
Mediating Effect ◽  
Third Party ◽  
Supply Chain Performance ◽  
Third Party Logistics ◽  
Collaborative Activities

Some supply chain management researchers have realized the potential of collaborative activities for enhancing supply chain performance while other researchers have explored the positive impact of relationship quality on supply chain performance. To date, however, no empirical research has integrated these two research streams. Drawing upon social exchange theory, the authors propose a holistic research framework to explore the relationships among collaborative activities, the inter-organizational relationship quality, and supply chain performance. Specifically, they examine the mediating effect of relationship quality on the association between collaborative activities and supply chain performance. The research model is then tested using survey data (n=219). The authors' results illustrate a positive impact of both collaborative activities and relationship quality on enhancing supply chain performance. Moreover, this paper also supports the hypothesis that relationship quality mediates the relationship between collaborative activities and supply chain performance in third party logistics.

scholarly journals Simulation and Analysis of the Complex Behavior of Supply Chain Inventory System Based on Third-Party Logistics Management Inventory Model with No Accumulating of Unsatisfied Demand

Complexity ◽  
2019 ◽  
Vol 2019 ◽  
pp. 1-18 ◽  
Author(s):  
Zusheng Zhang ◽  
Xu Wang ◽  
Qianqian Guo ◽  
Zhenrui Li ◽  
Yingbo Wu
Keyword(s):  
Supply Chain ◽  
Inventory Model ◽  
Third Party ◽  
Logistics Management ◽  
Practical Significance ◽  
Largest Lyapunov Exponent ◽  
Reconstruction Method ◽  
Third Party Logistics ◽  
Supply Chain System ◽  
Unsatisfied Demand

Under the third-party logistics management inventory model, the system dynamics method is used to establish a nonlinear supply chain system model with supply capacity limitation and nonpermissible return, which is based on unsatisfied demand nonaccumulation. The theory of singular value and the Jury Test are used to derive the stable interval of the model which is simplified. The Largest Lyapunov Exponent (LLE) of the system is calculated by the Wolf reconstruction method and used to analyze the influence of different parameters of system’s stability. Then, the most reasonable and unreasonable combination of decision parameters under different demand environment is found out. Next, this paper compared and analyzed the change of inventory or transportation volume of system members under the combination of rational and irrational decision parameters. All of these provided guidance for decision making, which shows an important practical significance.

Third Party Logistics

2011 ◽  
Vol 2 (4) ◽  
pp. 29-60 ◽  
Author(s):  
Omprakash K. Gupta ◽  
S. Samar Ali ◽  
Rameshwar Dubey
Keyword(s):  
Supply Chain ◽  
Success Factors ◽  
Third Party ◽  
Third Party Logistics ◽  
Growth Strategies ◽  
Chain Management ◽  
Key Success Factors ◽  
Critical Success ◽  
The World ◽  
Academic Professionals

Third party logistics (3PL) has been gaining importance in most places in the world. In India the implementation of 3PL practices has made its beginning and it is emerging as one of the fastest growing sectors. It is still a relatively new concept and not well understood among industry or academic professionals in India. This paper examines the Indian 3PL Supply Chain Management and practices with respect to the key success factors and growth strategies. After identifying the critical success factors SERVQUAL is applied to reveal the gap between their achievement and expectation. Respondents to the survey are categorized based on their rating of the key growth strategies on the basis of AHP.

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