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Author: Sebastian Kress
Publisher: GRIN Verlag
ISBN: 3656175500
Category : Business & Economics
Languages : en
Pages : 20
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Book Description
Essay from the year 2012 in the subject Business economics - General, grade: 2, Heriot-Watt University Edinburgh (School of Language and Management), language: English, abstract: The business world offers numerous examples of companies sourcing their activities out. This literature review will put emphasis on companies that engage with a third-party that provide logistics services to them. Third-party logistics (TPL), which can be perceived as outsourcing logistics, has been receiving considerable amount of attention within the academic world (e.g. Lieb and Bentz, 2004, 2005; Lieb and Randall, 1999; Cooper and Johnstone, 1990; Fernie, 1989; Marasco, 2007). This trend has been dominating both the business world and the academic world since the 1980s (Stalk, Evans and Shulman, 1992; McKinnon, 1999) and yet, this topic doesn’t seems to be exhausted. While Porter (1985) illustrate the Value Chain, he argues that organisations need to assess their activities in their value chain and evaluate whether they create a competitive advantage by executing this activity in-house. If they do not achieve so, he continues by suggesting outsourcing that activity. Hsiao et al. (2009) distinguish between core business outsourcing and non-core business outsourcing. A firm’s core business or core competencies can be designated as “the collective learning in the organization, especially how to coordinate diverse production skill and integrate multiple streams of technologies” (Prahalad and Hamel, 1990). Core business outsourcing can be understand as activities such as product design, development, manufacturing, marketing, and sales (Facanha and Horvath, 2005), and research has proven that this business conduct may have positive effects in order to be responsiveness to inconsistencies in demand (Dabhilkar and Bengtsson, 2008; Jiang et al, 2007). The non-core business in manufacturing industry incorporates activities such as IT, HRM, accounting and logistic services (Hsiao et al, 2009). However, this literature review will not focus on outsourcing core business but will concentrate on outsourcing non-core business; in particular outsourcing of logistics activities to TPL. Initially, this paper will draw attention to essential definitions that have been published over the years. This will be followed by an examination to discover the driving forces for this field. The main body will be closing with the highlighting the risk that are associate with outsourcing.
Author: Sebastian Kress
Publisher: GRIN Verlag
ISBN: 3656175500
Category : Business & Economics
Languages : en
Pages : 20
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Book Description
Essay from the year 2012 in the subject Business economics - General, grade: 2, Heriot-Watt University Edinburgh (School of Language and Management), language: English, abstract: The business world offers numerous examples of companies sourcing their activities out. This literature review will put emphasis on companies that engage with a third-party that provide logistics services to them. Third-party logistics (TPL), which can be perceived as outsourcing logistics, has been receiving considerable amount of attention within the academic world (e.g. Lieb and Bentz, 2004, 2005; Lieb and Randall, 1999; Cooper and Johnstone, 1990; Fernie, 1989; Marasco, 2007). This trend has been dominating both the business world and the academic world since the 1980s (Stalk, Evans and Shulman, 1992; McKinnon, 1999) and yet, this topic doesn’t seems to be exhausted. While Porter (1985) illustrate the Value Chain, he argues that organisations need to assess their activities in their value chain and evaluate whether they create a competitive advantage by executing this activity in-house. If they do not achieve so, he continues by suggesting outsourcing that activity. Hsiao et al. (2009) distinguish between core business outsourcing and non-core business outsourcing. A firm’s core business or core competencies can be designated as “the collective learning in the organization, especially how to coordinate diverse production skill and integrate multiple streams of technologies” (Prahalad and Hamel, 1990). Core business outsourcing can be understand as activities such as product design, development, manufacturing, marketing, and sales (Facanha and Horvath, 2005), and research has proven that this business conduct may have positive effects in order to be responsiveness to inconsistencies in demand (Dabhilkar and Bengtsson, 2008; Jiang et al, 2007). The non-core business in manufacturing industry incorporates activities such as IT, HRM, accounting and logistic services (Hsiao et al, 2009). However, this literature review will not focus on outsourcing core business but will concentrate on outsourcing non-core business; in particular outsourcing of logistics activities to TPL. Initially, this paper will draw attention to essential definitions that have been published over the years. This will be followed by an examination to discover the driving forces for this field. The main body will be closing with the highlighting the risk that are associate with outsourcing.
Author: Sebastian Kress
Publisher: GRIN Verlag
ISBN: 3656176191
Category : Business & Economics
Languages : en
Pages : 37
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Book Description
Essay from the year 2012 in the subject Business economics - General, grade: 2, Heriot-Watt University Edinburgh (School of Language and Management), language: English, abstract: The business world offers numerous examples of companies sourcing their activities out. This literature review will put emphasis on companies that engage with a third-party that provide logistics services to them. Third-party logistics (TPL), which can be perceived as outsourcing logistics, has been receiving considerable amount of attention within the academic world (e.g. Lieb and Bentz, 2004, 2005; Lieb and Randall, 1999; Cooper and Johnstone, 1990; Fernie, 1989; Marasco, 2007). This trend has been dominating both the business world and the academic world since the 1980s (Stalk, Evans and Shulman, 1992; McKinnon, 1999) and yet, this topic doesn't seems to be exhausted. While Porter (1985) illustrate the Value Chain, he argues that organisations need to assess their activities in their value chain and evaluate whether they create a competitive advantage by executing this activity in-house. If they do not achieve so, he continues by suggesting outsourcing that activity. Hsiao et al. (2009) distinguish between core business outsourcing and non-core business outsourcing. A firm's core business or core competencies can be designated as "the collective learning in the organization, especially how to coordinate diverse production skill and integrate multiple streams of technologies" (Prahalad and Hamel, 1990). Core business outsourcing can be understand as activities such as product design, development, manufacturing, marketing, and sales (Facanha and Horvath, 2005), and research has proven that this business conduct may have positive effects in order to be responsiveness to inconsistencies in demand (Dabhilkar and Bengtsson, 2008; Jiang et al, 2007). The non-core business in manufacturing industry incorporates activities such as IT, HRM, accounting and logistic services (Hsiao et al, 2009). How
Author: Hsin-I Hsiao
Publisher: BRILL
ISBN: 908686676X
Category : Business & Economics
Languages : en
Pages : 124
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Book Description
During the last decade, logistics outsourcing is growing in importance worldwide. Meanwhile, many different kinds of logistics services are also introduced in the outsourcing market. However, up to now, there are no guidelines for the food processing industry to identify which logistics activities should be outsourced to which type of logistic service provider (LSP). By combining managerial and economic theory, this book builds an integrated research framework to demonstrate decisive factors for outsourcing different kinds of logistics activities and their effect on logistics performance. Using empirical evidences from the food processing industry in Taiwan and the Netherlands, this study shows that: - outsourcing decisions of different levels of logistics activities have different determining factors. - total outsourcing (i.e. having the LSP orchestrate the whole logistics process) results in higher logistics service performances in terms of lead-time, reliability, and flexibility. - currently the Netherlands have higher percentages of outsourcing of transportation and transportation management than Taiwan. In the future, Taiwan will probably outsource value added activities and logistics orchestration activities more than the Netherlands. This book is recommended for a broad audience of professionals and practitioners who concern themselves with the design, planning and management of logistics in international food supply chains.
Author: Janina Bohling
Publisher: GRIN Verlag
ISBN: 3656547343
Category : Business & Economics
Languages : en
Pages : 15
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Book Description
Essay from the year 2013 in the subject Business economics - Supply, Production, Logistics, grade: 1, Heriot-Watt University Edinburgh, language: English, abstract: The process of globalization and the removal of barriers to international trade have led to an increased importance of Supply Chain Management for most businesses involved. To remain competitive, there is a need for all partners within the supply chain to collaborate and communicate (Zacharia et al. 2011; Christopher 2011). These two requirements, together with the creation of efficiency in all processes involved, an increased concentration on core competencies and the outsourcing of certain functions, can enhance the competitiveness and the service level of a company, as discussed by Christopher (2011). According to Bolumole (2003), there exists an imbalance between what companies seek to achieve and what they are able to perform in-house. Therefore, “the rationale for outsourcing to third party increases” (Bolumole 2003, p.93). This assignment will illustrate the development of third party logistics companies (3PLs) from the initial outsourcing to a collaborative partnership in supply chains today. The essay will be divided into three parts: development of 3PL, drivers for outsourcing as well as outsourced activities and how these add value to businesses.
Author: Folinas, Dimitris
Publisher: IGI Global
ISBN: 1466620099
Category : Business & Economics
Languages : en
Pages : 596
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Book Description
Logistics and Supply Chain Management has been a vital part of every economy and every business entity. Both sciences have become prestigious research fields focusing on best practices, concepts, and methods. Outsourcing Management for Supply Chain Operations and Logistics Services is concentrated on the key players of the outsourcing paradigm; the organizations that provide logistics services, the Third Party Logistics (3PLs), as well as their clients, presenting and promoting the lessons learned by their cooperation. Specifically, this publication presents studies which are relevant to practitioners, researchers, students, and clients of the application of the Outsourcing practice on the Logistics and Supply Chain Management services giving emphasis to 3PLs.
Author: S. Kutlu
Publisher: best global publishing
ISBN: 184693057X
Category : Business & Economics
Languages : en
Pages : 136
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Book Description
ISBN 978 1 846930577 Published: 2007 Pages: 130 Description Fourth Party Logistics: Is It The Future Of Supply Chain Chain Outsourcing? About the Author Serafettin was born in Turkey and has a Bsc. Finance degree. He then came to Manchester, UK to further his education in Master's level. He is a recent graduate of the University of Salford with an Msc. International Business. He understands that globalisation affects everyone. He is one of the few people that can forward think changes, and understands that the complex nature of 4PL, will make the world a smaller place. He believes that value adding should be the initial focus for every business model, not only for 4PL, and utilising 4PL will significantly help achieve this initial focus. That's why he is passionate about this new wave in supply chain outsourcing. He is a person that can refocus companies. He is the sort of person that consultant companies would charge their clients 7,000 a day for. He is among the few that understand 4PL. This book is written as a single case study, focusing on leading edge technology to assist the reader in understanding 4PL. About this Book This book is for those who are looking to know all about Fourth Party Logistics (4PL). This book is produced using 4PL methods, printed in print runs of one plus books in three global centers and delivered directly or indirectly throughout the supply chain. Describing 4PL is like describing the offside rule. However, once you understand the principles it really is simple. You can then understand why some corporate companies become lean companies just holding IPR and Trademarks, with very little in turnover, however high GP and NP along with exceptional earnings per head compared to the industry Key Performance Indicators (KPI). This is an educational and practical book that starts to address how 4PL can change your business. There are a number of other books out there that are too sterile in their approach. The author approached 80 consulting companies only one would put its head up to be counted. This book will reveal to you the, who, why and where and without doubt get every Finance Director within different companies asking if they can use 4PL. The book covers the client, the outsource provider and the consultancy company that sold the solution and made it work. 'Fourth Party Logistics' is less of a case study and more of a real practical business guide. The consultancy company in the book was the only one to put their experience to the test. Serafettin Kutlu has much to bring to the party and really does know his stuff. "
Author: Lorena D. Mathien
Publisher:
ISBN:
Category :
Languages : en
Pages : 405
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Book Description
The outsourcing of logistics and the procurement of logistics services have risen significantly in industry in recent years, as firms seek to focus on core competencies and outsource noncore functions to reduce cost and gain a competitive advantage. Core competencies, or core capabilities, are "the bundle of a firm's resources and capabilities that are strategically important to its competitive advantage at a certain point in time" (Wang & Ahmed, 2007). One of the objectives of this research is to more clearly define and delineate the differences among the strategic and operations management constructs of resources, capabilities, competencies, and practices. This research focuses on logistics capabilities, and proposes that the contribution of logistics outsourcing towards firm performance is dependent upon the degree of fit between logistics capabilities and the firm and logistics functional strategies. The relationships among these theoretical constructs, their empirical validation, as well as an empirical investigation of the antecedents of logistics outsourcing are pursued in this dissertation research. Outsourcing is the practice of utilizing external resources to perform activities that previously were performed in-house. In the case of logistics outsourcing, academic and industry research has indicated that shippers are becoming increasingly sophisticated in their outsourcing requirements and, with the proliferation of third party and fourth party logistics providers, shippers can demand increasing value at lower costs. Thus, logistics providers will benefit from the knowledge of the factors that drive shippers' outsourcing decisions. Such information may enable logistics service providers to differentiate themselves in the market. This dissertation investigates the factors that induce shippers to outsource logistics functions. Based on a theoretical framework rooted in the social sciences and strategic management, this study proposes an integrative model to develop and understand the critical factors in the outsourcing relationships. The motivation behind this study is threefold: (1) to use the strategic management and social sciences theory bases, in addition to drawing from the research findings on information technology (IT) outsourcing, to examine the theoretical foundations for outsourcing; (2) to apply the theoretical foundations to explain why organizations outsource logistics; and (3) to explain why the benefits are more than just cost-based or resource-based, but may also be strategic in nature. Specifically, this study starts with the research stream on production competence theory of Vickery (1991), and its recent extension to the Purchasing domain by studies such as Gonzalez-Benito (2007). We extend this framework to the logistics management domain, specifically to the emerging area of logistics outsourcing decisions, wherein such research, dealing with the development of capabilities, competences, logistics performance, etc. is very much in an incipient stage. This framework of competence hierarchy is tested empirically for the Logistics context, in addition to testing the validity of five different theory bases. The five theory bases tested are: 1) Resource-based view, 2) Dynamic capabilities view, 3) Competence-based view, 4) Relational factors view, and 5) Transaction cost economics (TCE). To better understand the relationship between outsourcing factors, and logistics and firm performance, theoretical models are developed linking these constructs, and controlling for several firm and business environment characteristics.^The theoretical constructs are defined as comprising strategic-level initiatives such as establishment of competencies, resources, relationship management practices, organizational structure, and governance structure. The dependent variables include positional advantage, defined as a comparative advantage in resources, enabling a firm to occupy positions of competitive advantage, and performance outcomes, measured by financial performance relative to competition. The structural model developed suggests several testable hypotheses and relationships. The major hypotheses are that, first, increased adoption of the proposed theoretical elements may be positively related to competitive advantage. Second, logistics performance, or the alignment of strategy and capabilities, is also positively related to competitive advantage. Finally, increased competitive advantage, or positional advantage, may be positively related to firm performance. The research methods employed involve a systematic development of a survey instrument to measure various constructs of interest. Measurement items were drawn from the literature, along with newly developed scales (e. g. the measure for cost difference for transaction cost view). The survey was pilot tested with senior logistics executives, followed by a full-scale implementation among a random sample of North American shippers. The survey methodology included both web-based and printed surveys. Analysis was conducted in two phases: the first phase being factor analysis (CFA) followed by covariance-based structural equation modeling (SEM) using partial least squares (PLS) approach, validated by ordinary least squares (OLS) regression and SEM. This research demonstrates that discrete resources do play a large role in determining positional (relative) advantage and financial performance in regards to logistics outsourcing. The unique resources developed within an outsourcing relationship account for a large variance of positional advantage; however, financial performance increases when these resources evolve based on market dynamics. Unlike resources, competences are activity-based. When viewed in isolation, top management support, logistics capabilities, and alignment of logistics strategic objectives all increase logistics performance, positional advantage, and, in turn, financial performance. However, when viewed in conjunction with other factors (integrative model), all of these factors become insignificant when determining positional advantage, suggesting that there are more important elements in logistics outsourcing success. Relational factors also play a large role in logistics outsourcing, with communication, trust, and relationship commitment all significant determinants of cooperation, and with cooperation among outsourcing partners leading to both positional advantage and positive financial performance. Among all the factors leading to cooperation, trust plays the largest role. This is not surprising given that many logistics outsourcing relationships are not long-term in nature, and that logistics is such a large spend in any firm. In both the individual models and in the integrative models, resources, the dynamic development of these resources over time, and cooperation all prove to have the most impact on firm positional and financial performance. In addition, although the initial decision to outsource may stem from a shipper's need to reduce costs, transactions costs play a very minor role in logistics outsourcing, and nothing can be claimed on the centralized or decentralized logistics structure on outsourcing success. Finally, when the individual models are combined, they explain significantly more variance in positional advantage, and slightly more variance in financial performance than the individual models. Thus, this dissertation research makes both theoretical and managerial contributions. First, a theoretical model of logistics competence was developed, describing comprehensively, the antecedents and interrelationships among constructs of relevance to logistics outsourcing, and this framework was tested empirically. This framework separates logistics practices from logistics capabilities/competencies, and redefines logistics competence to align with the definitions provided by literature. Second, this dissertation enhances the understanding of the antecedents of logistics outsourcing, and identifies the conditions for optimal performance of shippers and providers in outsourcing relationships. Whereas logistics capabilities and outsourcing competence are determinants in individual models, they are insignificant when included in an integrative model including other factors. Resources, the renewal of these resources, and relational factors play a much more significant role in determining logistics outsourcing success or failure. In addition, transaction costs and the centralization or decentralization of the logistics function within a firm have little to no impact on outsourcing performance. Thus, this research offers practical insights for both shippers and logistics providers for improving firm and supply chain performance. Shippers and providers should focus their efforts on obtaining and renewing resources, as well as building strong relationships centered on trust and cooperation. Third, this research empirically validates (refutes) the five theoretical models of Competence, Resources, Dynamic Capabilities, Relational, and Transaction Cost Economics, specifically in the logistics outsourcing context. The first four theoretical bases are supported in relation to logistics outsourcing; however, the last, TCE, which is the most widely applied theory in logistics outsourcing literature, is found to be an insignificant contributor to success.
Author: Alexander Ellinger
Publisher:
ISBN: 9781784418922
Category : Business logistics
Languages : en
Pages : 204
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Book Description
The objective of this e-book was to generate systematic literature reviews in the field of logistics and supply chain management. As Meredith (1993, p. 8) states, systematic literature reviews are responsible for ""integrating a number of different works on the same topic, summarizing the common elements, contrasting the differences, and extending the work in some fashion."" Through robust and structured methodologies (Denyer and Tranfield, 2009; Rousseau et al., 2008; Smithey, 2012) our ulterior motive was to set an agenda for future research on important SCM and logistics topics. Accordingly.
Author: Donald Waters
Publisher: CRC Press
ISBN: 9780849340772
Category : Technology & Engineering
Languages : en
Pages : 454
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Book Description
The fully revised new edition of this well known and respected book is characterized by the more international perspective it has taken on through contributions from internationally known authors and a final section on international logistics which examines in turn strategies for West and East Europe, the Far East and North America. Logistics has a key strategic role to play in the long-term plans of major companies, and is recognized as a vital part of every organization. To a large extent this crucial new role is due to an expanded view of logistics, which now includes all the activities related to the supply chain from initial suppliers through to final customers. This book provides a wealth of useful ideas and practical information on all the current and future trends in logistics and distribution. Written by a host of contributors drawn from industry, constancy and education, this book provides new insights into the most significant aspects of logistics, including: developments in logistics supply chain strategies lean logistics efficient customer response logistics in different countries partnering and strategic alliances re-engineering the logistics function From logistics professionals, consultants, professors and students to managers from different backgrounds who want an appreciation of current trends in the subject, this book is essential reading. About the author: Donald Waters, a past member if the Institute of Logistics and currently a member of the Canadian Association of Logistics Management, has lectured weekly on logistics, operational research and management science, and has brought his academic career to fruition as Professor of Operations Management at the University Calgary, Canada. He is also the author of Operations Management in the Kogan Page Fast Track MBA Series. Features
Author: Çağlar Karamaşa
Publisher: Infinite Study
ISBN:
Category : Mathematics
Languages : en
Pages : 14
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Book Description
Today, growing and changing competitive conditions, products, and services, free movement of labor, and businesses with the information they develop strategies that create value to obtain a competitive advantage. Now, final buyers have the convenience of purchasing the products they demand with the features and conditions they want and at the price they accept. In such an environment, businesses use their supply chain and logistics activities more effectively and efficiently than their competitors. Today, achieving a strategic superiority in a global market where the content and quality of the products are the same is only possible by delivering the desired products to the customer at the desired price, at the desired time, in the desired amount, through the right channel, as quickly as possible and without any damage. In such a situation, the desire to focus on the main activities of the enterprises, the need for effective logistics operations, etc. logistics outsourcing has increased rapidly for reasons.
