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The role of logistics service provider (LSP) is essential for efficient logistics service quality (LSQ) and supply chain management, especially in multimodal transport. Multimodal transport routes that use the Trans-Siberian Railway (TSR) play an important role in the supply chains of Northeast Asia. This paper aims to identify current conditions of TSR LSQ and propose improvements to enhance the competitiveness of traditional routes. Therefore, this study sheds light on and provides recommendations for various managerial strategies to LSPs in the context of the TSR. This study utilizes Importance-Performance Analysis (IPA) to measure levels of importance and performance of the logistics service of LSPs that provide multimodal transport services via the TSR from South Korea to Europe. This study identifies capabilities on the basis of five criteria (price, timeliness, reliability, equipment systems, and customer service) from a customers’ perspective. The results of the research indicate that operational improvements should be considered to activate TSR multimodal transport for northern logistics routes from the perspective of Korean shippers. Specific findings show that balanced development strategies are needed for logistics routes that have not yet been significantly activated, while implying that logistics costs could be reduced initially to satisfy shippers. This study presents an operational strategy for LSPs using the TSR in northern logistics through IPA methods. Furthermore, this research can help policymakers propose specific policies to revitalize the northern logistics of Korean logistics companies and to provide incentive supports for shippers.

This paper aims to identify the factors that experts consider important for the effective operation of multimodal transport using the Trans-Siberian Railway (TSR) in the Russian Far East and to also establish operational strategies that enable Korean logistics companies to use TSR efficiently for multimodal transportation.

A total of 65 questionnaires were distributed to predominantly Korean logistics companies/shippers with experience in TSR and 19 replies were received. The majority of the respondents are senior executives with at least 10 years of work experience. To identify the factors and present strategies, this study applied the strengths, weaknesses, threats and opportunities -fuzzy analytic hierarchy process (FAHP) method, which is based on complex multiple-criteria decision-making (MCDM) that facilitates decision-makers in considering an operational strategy by calculating the importance of input factors.

Results from the FAHP indicate that the Strengths is the main factor affecting TSR multimodal transport decisions, followed by the Threats, Opportunities and Weakness factors. In terms of rank, reduction of transportation distance and time are determined as the most crucial factor from the perspective of Korean logistics companies, followed by the northern logistics development plan, the Russian Government's willingness to the development plan, political instability and possible linkages with the Korean ports.

Through a hybrid MCDM analysis of Korean logistics companies, three operational strategies were proposed: foreign direct and small investments in the Russian Far East, Korean logistics companies implementing a cold-chain logistics service in the fishery industry and a government-led “Block Train Integration System” to secure the minimum threshold volume of cargo for small and medium-sized companies.

The purpose of this paper is to investigate the effects of logistics outsourcing in Northern Europe through survey research. Research work intends to shed more light on logistics outsourcing with other than case‐based company examples.

Survey was completed during late 2007 and early 2008 in Finland and Sweden for the largest companies in industrial and service sectors. Altogether 34 answers were received, and they were gained mostly from industrial and trading companies.

The research results show that warehousing, IT, and customs brokerage outsourcing could have impact on some managerial and strategic aspects of supply chains (SC). Thus, none of the identified difference areas was found to be statistically significant. Potential impact areas of SC strategy and management are integrated IT systems of manufacturing and logistics, reverse logistics procedures, and re‐engineering of logistics processes. However, research shows that in‐house produced IT function, and potentially outsourced warehousing, have important roles in more international purchasing.

Altogether, the amount of responses in the survey was relatively low, but treating Finnish and Swedish companies as one group gives us some opportunity for statistical analysis. This grouping might be one limiting factors of our study, and especially in its generalization power; however, our earlier analysis with the data shows that these countries operate in a rather similar interest area. Another limiting factor of our research findings is the difference in respondent profiles – operating principles of logistics and trade companies are different as compared to manufacturing.

Research shows that IT is potentially having an important role in both, international purchasing emphasis as well as on warehousing outsourcing activities. Contrary to the common view, this research gives some indication that in‐house IT is valuable, and more integrated applications are needed for example, when warehousing is being outsourced.

This is one of the seminal research works regarding North European outsourcing practices, and their affects on SC strategies and management. Both of the countries have an advanced industrial sector, which gives perspective for the readers world wide.

Examines the involvement of UK logistics, service providers (LSPs) within Continental Europe markets and considers the strategies they have used for European operations together with their favoured expansion routes which have been following piggyback opportunities, acquiring local firms, joint venture arrangements and encouraging organic growth. Considers eight case studies of leading UK‐based LSPs involved in Continental Europe. Their European expansion strategies are examined in terms of their performance, their organisational development structures (multidomestic, Eurolinkers or pan‐European), their organisation of finance, marketing and information technology control as well as the influence of management culture. Finds that expansion in Europe has proved demanding for UK LSPs and that, despite the early optimism, the Single European Market has yet to fulfil its initial promise. Major UK LSPs are obliged to operate across European borders to service multinational customers but this continues to pose challenges.

Using Social Network Analysis (SNA), this paper examines the inter-provincial logistics relationships in China. Based on the annual data of inter-provincial railway logistics quantity during the period 1998-2009, the degree of interconnection between regions could imply intensified trends of regional economic integration.

The main results of the logistic relationships in China are as follows: the regional logistic interconnection, especially between western and eastern China has increased continuously, which would imply a rising national economic integration. However, the increased centralization index and the average Degree Centrality level imply that a logistics bottleneck has intensified in several hub provinces.

Secondly, logistic center provinces evaluated by the Degree Centrality have changed. In 2009, Hebei, Liaoning, Jiangsu, Shandong, Henan and Sichuan provinces revealed the highest inward Degree Centrality. Sichuan Province is the region that most surprisingly increased its centrality.

Thirdly, the number of logistic hub provinces, evaluated by the Degree Betweenness Centrality, has increased. In 2008, Henan province was only a focal hub but in 2009, Shandong, Hubei, Sichuan provinces became logistic hubs.

Lastly, the Community Modularity which analyzed grouping structures shows that there are three time-consistent communities. This means that even though there is enhanced between-region integration, the inter-regional inter-connection is more important in explaining the regional logistic relationship.

The purpose of this paper is to underline the advantages offered by applying the collective strategy model in the context of humanitarian logistics, enriching the existing benefits that operations management and business logistics techniques have brought to the field. In both man‐made and natural disaster relief, humanitarian logistics operations have been hampered by a lack of coordination between actors, which directly affects performance in terms of reactivity and reliability. Adapted collective strategies could offer a solution to this problem.

A literature review deals with the issue of humanitarian logistics through an operational dimension, followed by a strategic approach. This is rounded out with a case study dealing with the Pisco earthquake in Peru (August 2007), which is based on a participant observation methodological approach.

The research presented in this paper reveals that a collective action approach has a positive impact on the working of humanitarian supply chains, as long as a “hub” is used to provide accountability and reliability. If a technical approach, particularly in matters of operations management (optimization of transportation, location of regional warehouses, etc.) is essential to better manage humanitarian logistics, it must also be in the service of a collective strategy, notably in the pre‐positioning of supplies and the coordination of relief efforts.

There is an emerging body of work on managing logistical operations in a humanitarian context, but less on strategic readings of humanitarian supply chains. In addition, the application of methods from the field of business logistics is possible, but too often underestimated. This work helps to address both gaps.

This paper presents an overview of the recent development of Eurasian rail freight in the Belt and Road era and further evaluates its service quality in terms of transit times and transport costs compared to other transport modes in containerised supply chains between Europe and China.

A trade-off model of transit time and transport costs based on quantitative data from primary and secondary sources is developed to demonstrate the market niche for Eurasian rail freight vis-a-vis the more established modes of transport of sea, air and sea/air. In a scenario analysis, further cargo attributes influencing modal choice are employed to show for which cargo type Eurasian rail freight service is favourable from a shipper's point of view.

At present, Eurasian rail freight is about 80% less expensive than air freight with only half of the transit time of conventional sea freight. Our scenario analysis further suggests that for shipping time-sensitive goods with lower cargo value ranging from $US1.23/kg to $US10.89/kg as well as goods with lower time sensitivity and higher value in a range of $US2.46/kg to $US21.78/kg, total logistics costs of Eurasian rail freight service rail is cheaper than all other modes of transport.

As an emerging competitive solution, Eurasian rail freight demonstrates to be an option beneficial in terms of transport cost, transit time, reliability and service availability, which offers a cost-efficient option enabling shippers to build up agile and more sustainable supply chains between China and Europe.

Our study firstly provides a comprehensive assessment of present Eurasian rail freight including a thorough comparison with alternative modes of transport from a shipper's point of view.

Discusses the results of a survey among shippers in several European countries involved in outsourcing their transport, warehousing and other logistics activities. The survey, which is a joint initiative of the universities of Cranfield, Eindhoven, Linköping and Rotterdam (Erasmus) and of ManDat GmbH, is a sequel to a similar survey carried out five years ago and has led to a renewed insight into the characteristics of logistics partnerships, the key success factors for making partnerships work, the concerns that shippers have about outsourcing and the benefits they expect to receive from it. The survey has led to two major observations: first, that the scope and level of sophistication of the partnerships has increased over the last five years, be it very gradually, and second, that the perception of outsourcing by shippers has not changed over the last five years.

In recent decades, supply chains have diverged and new types of services and operators have emerged in the logistics sector. The purpose of this paper is to focus on analyzing service strategies and service‐related business models, as well as their modular business processes in logistic services. The aims are to describe these three levels and to match strategic service positioning with business models and modular business processes. Different types of services are analyzed and the analyses are conducted on both the industry and corporate levels.

The theoretical focus of the paper illustrates frameworks for service strategy, service positioning, business models, and business processes. The corporate level approach aims to describe the efficiency and quality of services and their processes, while the industry level approach focuses on service strategies in an industry and on the organization of business, i.e. business models. A case study is used to illustrate the strategic level divergence in logistic services and to match this with the business model framework and the business process approach.

The findings show that a match exists between service strategy, business models, and operational level business processes. Standardization, service productization and modularization of services, and also service production structures are useful tools for efficient service production and output.

Companies are currently examining new roles in supply chains and the logistics market. For management, the frameworks presented facilitate analysis of the different options available for the firm in terms of strategic positioning, structural business model portfolio, and modular business processes. Based on the theoretical frameworks, it is possible to evaluate past developments and also predict the future of services.

Recent advances in aviation technology have seen the development of helium-filled “hybrid cargo airships” (HCAs) which have the potential to convey large payloads over significant distances at relatively low cost and with a small carbon footprint. The purpose of this paper is to demonstrate how such HCAs could be used to improve the logistic response to a rapid onset disaster.

Through consideration of three recent natural disasters (Typhoon Haiyan – The Philippines – 2013; The Nepal Earthquake – 2015; Cyclone Winston – Fiji – 2016), and drawing on both academic and practitioner literature, this paper provides an overview of how HCAs could potentially provide logistic support to those affected by similar disasters. The paper considers two scenarios: one in which the HCA replaces local truck or sea-based transport from an international airport to the disaster area, and the other in which it operates directly from a United Nations Humanitarian Response Depot to the disaster area.

The paper demonstrates that, when compared with the actual response to these three exemplar disasters, in the first scenario the use of HCAs provides a significantly faster but more expensive response; whereas in the second scenario, the timeline to supply is longer, but the costs are considerably less.

This paper is conceptual in nature, but has been developed through an analysis of the literature related to both HCAs and humanitarian logistics. Given that the emerging generation of HCAs has yet to become fully operational, it will be important to continue to monitor their development and analyse the emerging speed/time/cost parameters in order to ascertain how HCAs might be optimally integrated into the logistic response to a disaster.

The significant cargo carrying capacity of an HCA together with its ability to operate from and into ad hoc locations (including those on water) would enable direct delivery from an international airhead or humanitarian response depot to an affected area. This has clear potential to enhance the efficiency, effectiveness and flexibility of post-disaster logistic operations.

Whilst there is some emerging discussion of the humanitarian-related use of HCAs in the literature, this generally reflects the technical aspects such as flight control systems and the actual operation of the airships. This paper is the first to offer a practical analysis of how HCAs might be used to support the work of the humanitarian logistician.