An Empirical Study on the Influence of the Supply Chain Building Capacity of Third-Party Logistics Enterprises in China on the Enterprise Performance

2019 ◽  
Vol 21 (3) ◽  
pp. 171-188
Author(s):  
Chang-Bong Kim ◽  
Xiaoteng Wang
Keyword(s):  
Supply Chain ◽  
Empirical Study ◽  
Third Party ◽  
Enterprise Performance ◽  
Third Party Logistics ◽  
Building Capacity ◽  
Logistics Enterprises

An Empirical Investigation of Third Party Logistics Providers in Thailand

2012 ◽  
pp. 272-288
Author(s):  
Duangpun Kritchanchai ◽  
Albert Wee Kwan Tan ◽  
Peter Hosie
Keyword(s):  
Information Technology ◽  
Supply Chain ◽  
Empirical Study ◽  
Third Party ◽  
Third Party Logistics ◽  
Chain Management ◽  
Logistics Service ◽  
It Capabilities ◽  
Important Trend ◽  
Survey Results

Third Party Logistics (3PL) in Asia emerged as an important trend in logistical management and Thailand continues to develop in this service rapidly. While a great deal has been written about the dissemination of information technology (IT), few empirical investigations address the use of IT in relation to 3PLs in Thailand. In this article, the authors use an empirical study to investigate the profiles of 3PLs in Thailand and their company strategies for providing logistics service and use of IT. Survey results show that Thailand’s 3PL companies must expend more effort to strengthen basic IT and infrastructure to enhance competitiveness. IT capabilities in Thailand are increasing rapidly and its effective adoption has the potential to significantly enhance the competitiveness of small 3PLs. Still many barriers exist to the successful adoption of IT by these providers. Given the importance of such companies in supply chain management, these issues must be fully understood.

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.

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.

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