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1 – 10 of over 6000Halil Hilmi Öz and Bahar Özyörük
This paper aims to develop a performance measurement (PM) system for fourth-party reverse logistics (RL). In this regard, it proposes simultaneous utilization of a procedural…
Abstract
Purpose
This paper aims to develop a performance measurement (PM) system for fourth-party reverse logistics (RL). In this regard, it proposes simultaneous utilization of a procedural approach and hybrid use of existing performance frameworks.
Design/methodology/approach
The paper first describes fundamentals of RL and PM approaches in literature to build a basis for further discussion. It then carries out a systematic review of the literature on PM in RL to highlight current trends and approaches in this regard. At last, it develops a PM system for fourth-party RL by exploring relevant performance frameworks and by defining a procedure in detail.
Findings
The paper identifies the ongoing interest in development PM in RL, and the gap and the need for the development of comprehensive PM system for fourth-party RL. It also identifies the best approach is to use existing performance frameworks in literature and a procedural approach together as they complement each other rather than contradicting.
Research limitations/implications
The paper fills a gap in literature by developing a comprehensive PM framework for the fourth-party RL. The presented procedure is well suited to be used as part of strategic management process in any fourth-party RL organization. It forces users a top-down approach, from strategies to measures, so that a strong linkage is established in the process. When used together with the proposed PM framework, it guarantees a comprehensive and balanced PM system.
Practical implications
The paper identifies the need for the development of a PM framework as well as a measurement system for the fourth-party RL in the literature. In this regard, it develops a PM framework first, and then a procedure on how to implement it. As a result, users can effectively use them as a part of strategic management process of their organizations.
Social implications
The fourth-party RL is growing and very promising mode of RL for well-being of society, by offering a strong path to sustainable development in the midst of diminishing resources in the world. The existence of a well measurement system is crucial for the healthy operations and development of fourth-party RL organizations. The paper is offering a strong PM model in this regard.
Originality/value
The paper fulfills an identified need to study how to develop a PM system for fourth-party RL.
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Constantine Bourlakis and Michael Bourlakis
To investigate the evolutionary process of the retail logistics network formation, and to propose a relationship framework between the logistics asset buyer (the retailer) and the…
Abstract
Purpose
To investigate the evolutionary process of the retail logistics network formation, and to propose a relationship framework between the logistics asset buyer (the retailer) and the logistics asset supplier (the third‐party logistics firm).
Design/methodology/approach
The evolutionary process is based on the way the asset specificity element of transaction costs theory can be perceived by the logistics asset buyer and the logistics asset supplier. The asset specificity element is linked to both network and buyer‐supplier relationship theories with the aim of conceptualising a buyer‐supplier relationship framework. Secondary data for the UK food retail chain are also employed.
Findings
A new relationship framework is developed based on the buyers’‐suppliers’ perceptions in relation to logistics asset specificity, and the conditions required for the formation of the retail logistics network are illustrated. If transaction costs are perceived as high by both the buyer and the supplier of a logistics asset, the retailer will engage into a fourth‐party logistics network formation where the use of information technology systems is of critical importance. At this stage, these systems will become the primary co‐ordination device for the reduction and absorption of complexity in the retail chain.
Originality/value
The paper offers a unique buyer‐supplier partnership framework by proposing that the formation of a fourth‐party logistics network will decrease the complexity of modern retail logistics operations. The paper will assist retail managers responsible for the development of logistics strategies and will be beneficial to researchers examining logistics and supply chain management operations.
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Hella Abidi, Sander de Leeuw and Matthias Klumpp
The purpose of this paper is to identify the value of fourth-party logistics (4PL) services in a humanitarian supply chain. Furthermore, it shows a framework for a fourth-party…
Abstract
Purpose
The purpose of this paper is to identify the value of fourth-party logistics (4PL) services in a humanitarian supply chain. Furthermore, it shows a framework for a fourth-party humanitarian logistics concept.
Design/methodology/approach
The research paper presents a framework of fourth-party humanitarian logistics based on the four core components described by Christopher (2005) which was evaluated with a nonlinear approach called analytical hierarchy process (AHP). The AHP method explores qualitative and quantitative decision-making criteria in case of solving multi-attribute and complex problems. In total, seven experts from academia and practice have contributed to this research, resulting in a better understanding of the decisive needs of humanitarian supply chain actors for implementing and integrating a 4PL concept.
Findings
The research shows an increased value for humanitarian supply chain actors of establishing a 4PL concept. The results present a positive influence of 4PL in complex disasters environments and provide key drivers for increasing and simplifying collaboration between the humanitarian supply chain actors.
Research limitations/implications
Future research has to consider different disaster types and needs to further emphasize the added value for beneficiaries of implementing a 4PL concept in a humanitarian supply chain environment. Further research should preferably also consider case studies in order to analyse challenges, drawbacks and benefits of this concept (qualitative and quantitative factors) in a real-life humanitarian supply chain setting.
Practical implications
The research offers managerial insights into the use of a 4PL concept in the humanitarian supply chain environment to improve efficiency due to an improved collaboration between the humanitarian supply chain actors.
Originality/value
The research paper investigates an under-researched topic in the humanitarian supply chain environment. For humanitarian supply chain actors outsourcing their activities to a 4PL service provider could secure collaboration, increase service levels as well as efficiency and therefore create additional value.
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Martin Hingley, Adam Lindgreen, David B. Grant and Charles Kane
There is a paucity of literature considering horizontal collaboration among grocery retailers, suppliers, and third‐party logistics (3PL) providers. This paper seeks to…
Abstract
Purpose
There is a paucity of literature considering horizontal collaboration among grocery retailers, suppliers, and third‐party logistics (3PL) providers. This paper seeks to investigate benefits of and barriers to the use of fourth‐party logistics (4PL) management as a catalyst for horizontal collaboration.
Design/methodology/approach
Three suppliers, three logistics service providers (LSPs), and one grocery retailer participated in semi‐structured interviews for this exploratory qualitative study.
Findings
Large LSPs can establish 4PL management but the significant investment required to do so is a deterrent. Interviewees believed 4PL would negatively influence the grocery retailer‐supplier dynamic but simultaneously would provide key potential benefits. Retaining supply chain control means more to grocery retailers than cost efficiencies realised through horizontal collaboration.
Research limitations/implications
Fierce competition among major grocery chains means that most are unwilling to participate in studies of their systems, which restricts the research scope.
Practical implications
Some stakeholders want deeper integration into grocery supply networks, and the 4PL model could apply to diverse sectors and circumstances. This study shows that barriers to such integration are created by power plays among lead stakeholders in grocery retailing that inhibit horizontal collaboration regardless of cost or other benefits.
Originality/value
The study investigates an under‐researched aspect of horizontal supply chain collaboration in the highly relevant retail grocery sector: a high volume, mass market industry that requires an enormous logistics infrastructure and highly embedded networks of relationships.
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Nejib Fattam, Tarik Saikouk, Ahmed Hamdi, Alan Win and Ismail Badraoui
This paper aims to elaborate on current research on fourth party logistics “4PL” by offering a taxonomy that provides a deeper understanding of 4PL service offerings, thus drawing…
Abstract
Purpose
This paper aims to elaborate on current research on fourth party logistics “4PL” by offering a taxonomy that provides a deeper understanding of 4PL service offerings, thus drawing clear frontiers between existing 4PL business models.
Design/methodology/approach
The authors collected data using semi-structured interviews conducted with 60 logistics executives working in 44 “4PL” providers located in France. Using automatic analysis of textual data, the authors combined spatial visualisation, clustering analysis and hierarchical descending classification to generate the taxonomy.
Findings
Two key dimensions emerged, allowing the authors to clearly identify and distinguish four 4PL business models: the level of reliance on interpersonal relationships and the level of involvement in 4PL service offering. As a result, 4PL providers fall under one of the following business models in the taxonomy: (1) The Metronome, (2) The Architect, (3) The Nostalgic and (4) The Minimalist.
Research limitations/implications
The study focuses on investigating 4PL providers located in France; thus, future studies should explore the classification of 4PL business models across different cultural contexts and social structures.
Practical implications
The findings offer valuable managerial insights for logistics executives and clients of 4PL to better orient their needs, the negotiations and the contracting process with 4PLs.
Originality/value
Using a Lexicometric analysis, the authors develop taxonomy of 4PL service providers based on empirical evidence from logistics executives; the work addresses the existing confusion regarding the conceptualisation of 4PL firms with other types of logistical providers and the role of in/formal interpersonal relationships in the logistical intermediation.
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The adoption of third party logistics is becoming widespread in the industry. Discusses various definitions of third party logistics and the theoretical background for the…
Abstract
The adoption of third party logistics is becoming widespread in the industry. Discusses various definitions of third party logistics and the theoretical background for the development of third party arrangements, including both transaction cost theory and network theory. A theoretical framework is then developed to explain the role and motivation for this development. Transaction cost analysis (TCA) explains the conditions under which third party agreements become preferable to the classical choice between market and hierarchy. Network theory explains the dynamics in third party cooperations. Three specific cases of third party logistics are included and analyzed on the bases of the theoretical framework. Concludes that third party logistics are not merely a means to cost efficiency, but also as a strategic tool for creating competitive advantage through increased service and flexibility. Furthermore, the discussion points to the importance of investment in human resources and change in attitudes as part of the success of third party arrangements.
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Istefani Carisio de Paula, Elaine Aparecida Regiani de Campos, Regina Negri Pagani, Patricia Guarnieri and Mohammad Amin Kaviani
The purpose in this paper is to develop a systematic literature review aiming to reveal innovation opportunities associated with the thematic collaboration and trust in the…
Abstract
Purpose
The purpose in this paper is to develop a systematic literature review aiming to reveal innovation opportunities associated with the thematic collaboration and trust in the reverse logistics field.
Design/methodology/approach
The authors adopted a parallel analysis approach segregating the systematic literature review papers in two groups at NVivo®, collaboration and trust in the supply chain and collaboration and trust in reverse logistics, aiming to explore in the first group of papers insights for innovation on collaboration and trust in reverse logistics. The content analysis strategy was supported by the knowledge exchange theory described in Gravier et al. (2008).
Findings
Reverse logistics is hardly dissociated from broader sustainable supply chain management approaches, which make all considerations on collaboration and trust designed for such approaches valuable and valid for reverse logistics. Collaboration and trust concepts in supply chain and in reverse logistics contexts are quite similar, while collaboration/trust is mandatory for managing networks in sustainable approaches and in reverse logistics, as well. Downstream and upstream, the chain disruptive innovation business models may be developed between focal companies and returns system third-party logistics providers, fourth-party logistics providers or end-customers, in a business-to-customer collaboration approach. Several collaboration technologies are listed in three perspectives: knowledge sharing, knowledge generation and knowledge implementation.
Research limitations/implications
This study uses a specific protocol for the systematic literature review, and due to inclusion and exclusion criteria, other protocols can provide different results. The strategy of analysis under the knowledge exchange perspective may give a type of result different from other perspectives.
Originality/value
This research systematizes the existing knowledge on the collaborations and trust, which is a priority basis for reverse logistics, providing insights to researchers and practitioners in the area and identifying an agenda for future studies.
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Mari Olander and Andreas Norrman
This paper aims to study an advanced third/fourth party logistics (3/4PL) relationship in which the logistics service provider extended normal services by taking ownership of the…
Abstract
Purpose
This paper aims to study an advanced third/fourth party logistics (3/4PL) relationship in which the logistics service provider extended normal services by taking ownership of the goods during global distribution. It also aims to describe and analyze the approach to the legal rules a 3/4PL provider and its client company took in their contract, and present some remarks on the extent to which these contract solutions are legally sound.
Design/methodology/approach
A cross‐functional (business law and logistics) approach is applied to a single case study. The main data source is a written contract, complemented by in‐depth interviews with the 3/4PL's managing director. A legal analysis is made from four perspectives of non‐mandatory and mandatory commercial legal rules.
Findings
Issues between the offered service, the legal function and reaction in contracts are pointed out, e.g. doubts regarding the legal risk of sales uncertainty, the ownership of goods, the product liability, and the roles as commercial agent and as freight forwarding agent. These kinds of advanced logistics services are not clearly handled, e.g. in the standard‐form contracts for freight forwarding.
Research limitations/implications
The research is limited to one case and to some aspects of Swedish commercial law, but put in an international perspective. It adds a legal perspective to previous studies on 3/4PL contracts, and it contributes to legal research by its analysis of how firms in real life react to law in their contracts.
Practical implications
Practitioners can get inspiration from an innovative logistics service setup, but also realize what legal challenges to consider when they make their contracts. A tentative approach to aligning logistics' and lawyers' work is suggested.
Originality/value
The paper combines legal and logistics research, and description/analysis of a 3/4PL case where ownership of the goods is transferred to the service provider.
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Konstantinos Selviaridis and Martin Spring
To provide a taxonomy of third party logistics (3PL) research and, based on that, to develop a research agenda for this field of study.
Abstract
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 empirical research in relation to 3PL design/implementation and fourth party logistics services is needed.
Originality/value
This paper fulfils an identified need for a comprehensive classification framework of 3PL studies. It essentially provides both academics and practitioners with a conceptual map of existing 3PL research and also points out opportunities for future research.
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In the highly competitive business of supply‐chain management, one logistics company has escaped the commodity trap. Instead of supplying traditional transport and warehousing…
Abstract
In the highly competitive business of supply‐chain management, one logistics company has escaped the commodity trap. Instead of supplying traditional transport and warehousing services, it now offers expanded services with higher value added. It is an example of how logistics companies can move forward by creating and managing the e‐supply chain. With its origins in express and physical logistics services, UPS Worldwide Logistics is now reckoned to be a global leader in the development and implementation of fourth‐party logistics service provider (4PL) business models. As a 4PL, the company uses information communication technology (ICT) in the client’s supply chain to add greater value and to help create e‐supply chains.
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