The Influence on Development of the Third Party Logistics by Trade Cost

2007 ◽  
Author(s):  
Shi-chao Liu
Keyword(s):  
Third Party ◽  
Third Party Logistics ◽  
Trade Cost ◽  
The Third Party Logistics ◽  
The Third ◽  
The Third Party

scholarly journals Design and Analysis of the Third-Party Logisitics Management System Based on J2EE

2012 ◽  
Vol 6-7 ◽  
pp. 491-495
Author(s):  
Li Xia Hao ◽  
Feng Qing Zhao ◽  
Shu Hong Jia ◽  
Chao Hua Ma
Keyword(s):  
Resource Sharing ◽  
Management System ◽  
Information Management System ◽  
Third Party ◽  
Third Party Logistics ◽  
The Third Party Logistics ◽  
Analysis And Design ◽  
The Third ◽  
System Data ◽  
The Third Party

The analysis and design ideas of third party logistics management information systems were introduced based on the research for a company in Beijing, China. With distribution requirements planning ( DRP ) system, data sharing can be realized effectively and are transparent to the existing system with scalability. The third-party logistics information management system developed based on this proposal has been put into operation, and solved the resource sharing problem inside a logistics company.

Coping with commoditization: The third-party logistics industry in the Asia-Pacific

2021 ◽  
pp. 102452942098524
Author(s):  
Neil M Coe
Keyword(s):  
Third Party ◽  
Asia Pacific ◽  
Mature Stage ◽  
Third Party Logistics ◽  
Production Networks ◽  
Global Production Networks ◽  
Logistics Industry ◽  
The Third Party Logistics ◽  
The Third ◽  
The Third Party

Despite growing interest in logistics across the social sciences, there is still a persistent gap in relation to work that explores the organizational and competitive dynamics of the independent logistics industry, a sector worth almost US$1tn a year. This paper explores the nature, causes and consequences of commoditization in the third-party logistics (3PL) industry, using evidence derived from over 30 corporate interviews with the leading 3PL providers in the Asia-Pacific region. Commoditization captures a mature stage of industry and market development in which goods and services are widely available and interchangeable with those provided by other companies, and hence price-based competition predominates. The paper profiles the strategic responses of 3PL firms to the challenges of commoditization, which are associated with accruing scale, offsetting risk and seeking to deepen relationships with clients, arguing that they are variegated due to the different geographical and sectoral origins of the firms. Overall, it offers a profile of 3PL as a maturing industry heavily conditioned by its intersections with client global production networks.

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