Purpose – To provide a taxonomy of third party logistics (3PL) research and, based on that, to develop a research agenda for this field of study.Design/methodology/approach – The proposed 3PL research classification framework is based on a comprehensive literature review, which concentrates on peer‐reviewed journal papers published within the period 1990‐2005. A total of 114 academic sources have been retrieved and analysed in terms of research purpose and nature, method employed, theoretical approach and level of analysis.Findings – The review reveals that 3PL research is empirical‐descriptive in nature and that it generally lacks a theoretical foundation. Survey research is the dominant method employed, reflecting the positivist research tradition within logistics. It identifies certain knowledge gaps and develops five propositions for future research. It suggests that focus should be directed towards more normative, theory‐driven and qualitative method‐based studies. It also argues that further empiric...

Third party logistics : a literature review and research agenda

Third-party logistics: A literature review

The rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.,This study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.,This research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.,The results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.,The authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.

/pdf/digital-transformation-at-logistics-service-providers-5099zj12x7.pdf

Digital transformation at logistics service providers: barriers, success factors and leading practices

The last 10 years have seen an explosion of consumer direct businesses such as grocery, office supply, package and pharmaceutical delivery. Examples of businesses with consumer direct delivery include grocers such as Freshdirect and Ocado (Delaney-Klinger, Boyer, and Frohlich 2003), office supply retailers such as Office Depot, Staples and Office Max (all of which are in the top 10 Internet retailing business ranked by sales (Love and Peters 2006) and package delivery companies such as FedEx, UPS, Airborne and Deutsche Post. To illustrate, FedEx ground delivers over $5 billion in sales per year in business-to-business packages, with FedEx Home Delivery providing ground-based delivery services to residences. While FedEx does not break out the volume of home delivery versus business delivery packages, it does note in recent financial results (March 27, 2007) that growth in the home delivery segment is stronger than overall growth of 9% in ground delivery. The operational challenges underlying consumer direct delivery are daunting. Numerous companies have failed due to operational and logistical problems encountered with delivering orders directly to customers. The fulfillment process for consumer direct orders can be broadly characterized as consisting of three stages (Campbell and Savelsbergh 2005; Delaney-Klinger, Boyer, and Frohlich 2003): (1) order acceptance, (2) order selection and fulfillment and (3) order delivery. Each of these stages is critical to providing excellent customer service at a cost the customer is willing to pay. The focus in this study is on the third stage—order delivery. The delivery of the final product to the customer’s door is logistically challenging due to a number of factors and potentially very expensive (costs for a single delivery of groceries run between $10 and $20 per order according to Boyer, Frohlich, and Hult 2004). There has been substantial research on how to route and schedule vehicles from an algorithmic point of view toward solving a particular problem. What is not clear is the shape of the efficiency curve and the interaction of two key factors affecting routing efficiency: customer density and delivery window length. In other words, what is the relative change in efficiency/cost as customer density increases or delivery windows are lengthened? This is a problem of critical importance to customer direct businesses. The spectacular collapse of Webvan, the online grocer that went bankrupt after reaching a market capitalization of over $5 billion while only producing sales of less than $400 million, was partly tied to its promise of delivery within a pre-specified window of 30 minutes. While this was great from a customer perspective, it proved to be a huge logistical challenge and cost (Boyer, Frohlich, and Hult

The last mile challenge: evaluating the effects of customer density and delivery window patterns

Boundary conditions (BC) have long been discussed as an important element in theory development, referring to the “who, where, when” aspects of a theory. However, it still remains somewhat vague as...

http://journals.sagepub.com/doi/pdf/10.1177/1094428116641191

Boundary Conditions: What They Are, How to Explore Them, Why We Need Them, and When to Consider Them

The impact of e‐commerce on the business environment is often praised but seldom analyzed with scrutiny. In this paper we try to depict the underlying logistically relevant aspects of e‐commerce and their impacts on logistics service providers. This seems to be of considerable importance, as logistics is seen as the back‐bone of e‐commerce operations. However, the firms specializing in this field are commonly neglected. We argue that the logistical implications of e‐commerce can be differentiated into two main categories: the rise of e‐marketplaces; and the elimination of supply chain elements (disintermediation). By analyzing these two categories and their major logistical implications in detail we deduct strategic consequences for logistics service providers.

https://www.econbiz.de/archiv/k/uk/splanung/ecommerce_logistics_service_provider.pdf

The impact of electronic commerce on logistics service providers

Purpose – Due to the continued high failure rate of logistics alliances, the purpose of this paper is to propose incorporating the widely neglected dynamic capabilities approach into the explanation of logistics alliance performance. Design/methodology/approach – The authors identify specific characteristics of logistics alliances that are used to argumentatively develop a framework of logistics alliance management capabilities. Findings – We propose an initial framework of logistics alliance management capabilities, based on the dynamic capabilities approach of strategic management, with the aim of improving logistics alliance success. Research limitations/implications – The presented framework offers a basis for a wider range of empirical studies. Qualitative researchers are encouraged to further specify and better understand the sub-processes that underlie logistics alliance management capabilities in different alliance settings. Quantitative studies could help to reliably assess the differences and pe...

Logistics alliance management capabilities: where are they?

The relevance of a global perspective on business operations is evident as nowadays every introduction to a major or minor text on managerial issues highlights the new challenges and risks of the globalizing world economy. It is apparent that in this paper, this opinion is shared. As globalization is evolving, all corporate activities have to cope with the influence as well as the opportunities that arise from it. Here, we will focus on the implications for business logistics and especially consider the impact on supply chain management. We will depict the basic concept of supply chain management (SCM) as well as the phenomenon of globalization for subsequently highlighting the characteristic problems that arise for SCM in the global context. In the first part, we will treat the problems and underlying ideas of the SCM concept and its relation to logistics. Afterwards, we will have a closer look on globalization and its effects on logistics and SCM. In the last part of this section we will elucidate some aspects appearing to be of central relevance in global SCM.

https://www.econstor.eu/bitstream/10419/59779/1/329895168.pdf

Supply chain management in the global context

Nach einer Vielzahl von Einzelarbeiten zu Problemen der betriebswirtschaftlichen Planungl hat Helmut Koch in seinem grundlegenden Werk „Integrierte Unternehmensplanung“2 sein Gesamtkonzept der Unternehmensplanung erstmals umfassend vorgestellt. In den Mittelpunkt des Konzeptes stellt er — wie der Titel andeutet — den Aspekt der Integritat. Fur ein gesamtunternehmensbezogenes Planungskonzept reicht es demnach nicht aus, alle betrieblichen Teilbereiche durch Einzelplanungen abzudecken. Integrierte Unternehmensplanung erfordert daruber hinaus eine sachliche und zeitliche Abstimmung samtlicher Unternehmensbereiche und -variablen3. Die Notwendigkeit dieser Koordination ergibt sich unmittelbar aus dem Phanomen der Arbeitsteilung und Dezentralisierung der Leistungsprozesse in einer Unternehmung.

Das Netzwerkprinzip als Grundlage integrierter Unternehmensführung

Online food retailing is high on the current agendas of European retailers – again. Many companies tried to enter and conquer this market in the beginning of 2000’s when e-commerce was seen as revolutionizing not only the retail business, but the way in which business is conducted in general. Many of these pioneers of online food retailing failed and when the e-commerce bubble burst, online food retailing was almost forgotten in many European countries, inter alia, in Germany. However in some countries retailers not only managed to survive, but to provide value to customers and develop a new market. Online grocery sales per capita in the UK, Switzerland and Belgium are €82, €23 and €18 respectively, while they reach only €2 in Germany. This is surprising since no major structural characteristics can be identified to mitigate internet-based retailing in Germany compared, say, to the United Kingdom. The United Kingdom can be clearly considered as the most developed online food retailing market worldwide, with €5.5 billion market sales of online groceries in 2010. In contrast, online grocery sales in Germany are estimated at only €200 million, which is nearly 27 times less than that of its European neighbor (A.T. Kearney Research, 2011). Also in relative terms the UK online grocery market represent around 4.5% of the total grocery market, compared to only 0.2% in Germany. The German market lags behind other European markets in online food retailing, and our analysis hints at a significant growth potential here. In this study that is based on expert interviews with representatives of large retailers and a survey of more than 600 respondents we identify the reasons for customers’ hesitant approach to online retailing and identify strategic options for retailers to successfully operate in this promising segment of the retail industry, that will develop rapidly.

https://www.econstor.eu/bitstream/10419/59787/1/689544596.pdf

Concepts, challenges and market potential for online food retailing in Germany

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